Managed company’s risk management of global portfolio (45 airlines and 100+ aircraft)Directed company’s due diligence and analysis on new marketing transactions (90+ airlines in 40+ countries)Steered the firm’s research and analysis of airlines, new markets, lessors and aircraftManaged company’s marketing plan development, market intelligence function and bid price database Led company’s transaction approval process with parent (MUL) and liaised with all key internal stakeholdersExperience with lessee credit workouts and restructurings

As Consultant, responsible for advising airlines and aviation related companies in corporate strategy and private equity firms on airline investments. Led business plan review for general aviation company. Advised Private Equity firm on investments in US Airline industry by performing strategic due diligence. Led team that advised a Regional Airline on corporate development and strategy projects. Member of team that advised an Asian Airline on current and future fleet planning decisions.

As Consultant, responsible for advising airlines in cost reduction, corporate restructuring and contract restructuring. Reviewed three year budget of Asia Pacific carrier and helped identify $1.5B of initiatives to reduce cost and improve revenue which included work stream with three operating groups (Cargo, Procurement and Offshore Airports) of Asia Pacific carrier that was responsible for consolidation these three group's operations. As consultant for African Carrier, led feasibility study with technical team and led team of three consultants responsible for restructuring of African Carrier's contracts/RFPs and implementation of $30M in cost reduction. Led work stream that was responsible for development of company's daily cash forecast model for Treasurer and CFO of mid-size US Airline during out of court restructuring.

Responsible for financial analysis, aircraft investment decisions and review of fleet size relating to bankruptcy exit strategy. Performed sensitivity analysis of airline fleet to understand what aircraft are expected to provide an adequate return post-bankruptcy-emergence. Completed aircraft comparative financial evaluation and involved in all aspects of contract negotiations with Bombardier and Embraer for DC-9/AvroJet replacement decision and the financial evaluation of converting 10 Boeing 757s to ETOPS (extended twin engine operations) flying. Prepared and analyzed data used to develop the business plan of a new 51-seat to 76-seat jet subsidiary and created brand name for the new subsidiary (Compass).

Supported research coverage of ten major and six regional airlines with number one-ranked Institutional Investor analyst . Created, maintained and refined financial models for sixteen US airlines. Led the creation of proprietary industry databases, analysis of public data sources and leveraged relationships with industry insiders to provide a foundation for thought-leading research reports and investment recommendations.

As a Revenue Management Analyst, developed and executed new revenue management strategies that contributed to then record revenues in 2003. Part of team that led company's revenue strategy transition from a Yield-based to a RASM (revenue per available seat mile) oriented strategy. Forecasted demand to maximize passenger revenue using the PROS Revenue Management System. Managed weekly and month-end reporting to senior officers, including Profit & Loss, system/market performance, schedule and fare analysis.

San Francisco, California

Dublin, Ireland