Head the DHL Americas Cargo organization, a subsidiary of DHL Express. DHL’s Cargo division (ACS) is among the largest and fastest growing cargo airlines in the world with a double-digit growth CAGR and annual revenue exceeding $1.8BAs an industry outsider, appointed to transform the nascent Cargo unit (ACS) of DHL Express. Deployed big data / predictive analytics framework to drive the restructuring of the revenue, customer, operations / production, organizational, and financial teams, transforming the unit into an industry leading organization. Ten year record of 15%+ CAGR revenue growth, 10+ points better than the industry average.Unit bottom line contribution improved $180+MM annually through customer, market share, product line, price, and operational improvements

As part of a US restructuring effort, recruited by the Board for my turn-key expertise in achieving large profit improvements through the adaptation of Network, Pricing, and Revenue Management processes, strategies, and management structures into new market segments.Appointed to the 12 member senior "skunk works" team to evaluate US Express strategy options for the $5 billion division. Participated in discussions with UPS and airline suppliers among other options, leading up to the decision to shutter the US domestic air & ground network. Appointed to lead the Americas wholesale (cargo) division as part of the new business plan. DHL Express US now profitable, reversing historic annual losses exceeding $500MM.

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Functioned as the chief pricing & revenue optimization leader for Delta's $3B international / alliance & $6B e-commerce businesses. Responsible for developing technology, strategy, and business process. Established Delta's first revenue premium worth $220MM annually.Additionally appointed to several corporate governance roles including heading the analytics team working on behalf of the Chairman, responsible for evaluating the effectiveness of all marketing and revenue related activities; heading the $160MM IT portfolio tasked with prioritizing technology spend; and leading the team responsible for structuring the revenue sharing and pricing integration framework used for the $50B+, 12 company "Skyteam" partnership network

Chaired the pricing, promotions, partnering, and technology aspects of Delta's online revenue strategy. : Propelled Delta to the #1 online spot among peers from a perennial last place. Grew sales ten-fold to $6B. Awards - Forbes “Top 12 Brick & Mortar e-companies” and Business Week’s “Top 50 e-gang”

Lead the 125 person pricing and profit improvement team responsible for revitalizing Delta's $12B Domestic operation. Working with sub-standard technology, achieved a competitve revenue premium worth $350MM through superior tactical execution and cross-company partnering / integration.

One of the first external recruits hired by Delta. Tasked with eliminating a $350MM-$400MM performance gap. Sought out for my “turnkey” experience building leading edge capabilities in the areas of pricing / revenue optimization strategy, business process design, technology implementation, and personnel development. Created analytically based decision processes and developed related decision support technologies that contributed to the $290 million financial turnaround of the Atlantic operation

Reporting to the Executive VP International, responsible for managing the route, schedule, and fleet planning functions for the $2.5 billion International Division. Additionally, had P/L responsibility for the $200MM intercontinental cargo organization. Produced a five year plan within 60 days of assuming the role that included grounding the 747 fleet, altering the Boeing order book, changing aircraft configurations, and a full network restructuring. Improved coordination with the operating teams. Achieved #1 profitability ranking on Transatlantic operations. Board goals surpassed ahead of schedule.

Served as the Head Office support resource providing sales force planning and incentives management, consumer marketing, revenue forecasting, and revenue analytics for 35 European, Latin, and Pacific offices. Restructured the agency and corporate discount programs in order to more profitably target discount offers. Served as the international quantitative resource for all headquarters departments. Developed a comprehensive marketing and communications plan which increased share and reduced defection of high value business customers. Worked with multiple international agencies to develop “in language” advertising and direct mail pieces, dramatically improving penetration of the OnePass loyalty program

Recruited to start-up and operate Northwest Airlines' newly established Business Unit organization for the $2.5 billion Pacific operation. Served as matrix leader, responsible for attainment of the revenue, profitability, and brand objectives of this Unit. Developed the long-range strategic plans in conjunction with the corporate planning group. Personally responsible for translating these plans into annual product, pricing, promotion, and distribution strategies. Directed all advertising, direct mail, trade and consumer promotion, and product development activities. Managed a combined $19 million advertising budget. Responsible for executing the advertising plans through multiple US and foreign based agencies and co-op marketing partners.

Placed in charge of setting up Continental's first international revenue management team. Provided pricing, yield management, and analytical support for Continental’s international markets. Set up and implemented a business plan to start the international revenue management function. Developed segmentation strategies and the supporting pricing and distribution plans. Integrated revenue management practices into previously autonomous business units. Co-developed OR and forecasting science.

Selected to play a key role in Continental's start-up logistics subsidiary (CDG). Built a new brand from scratch. Grew the business from concept, to a $251 million, 1400 person company, with annual operating profits of $9.0 million. As a newcomer to the industry, rose to the number six position in the company at the age of 27. Managed a staff of 75. Built the organization responsible for CARGO marketing, reservations, pricing & capacity management, retail sales, customer satisfaction measures, and performance analysis. Set-up the cargo industry’s first pricing / capacity management function. Developed a demand forecast and established a team of field and 800 call center analysts to optimize network flows and centralize pricing. Increased ops. margin 12 points.