Led a team of four managers, twenty-five supervisors and over four-hundred-eighty customer service representatives in delivering United’s airport product to customers at United’s LAX hub. Responsible for all customer service functions including: checking in customers, boarding customers and dispatching flights. Maintained hub leading levels of performance in each of United’s Core 4 categories: Safe, Caring, Dependable and Efficient. • Managed all aspects of United’s customer processes during the $500.0M redesign of LAX airport Terminal 7 • Teamed with Private Suites, United Sales and TSA to develop new United Airlines product offering, United Private Terminal• Reduced operating costs by insourcing the ground handling of United Express flights at LAX replacing 53 contract employees with 20 United employees

Led a team of thirty-eight management and administrative employees in planning and executing on the IAD station budget of $163.1M, which included the resource planning delivery of fifteen-hundred-seventy-nine front line employees as well as accounts payable and receivable. Responsible for managing United’s wellness program, including sick leave, occupational injuries and leave programs. Teamed with operational leadership to build the business case for the station’s capital budget.• Reduced cancelled flight customer overnight hotel expenses by $20 per room a night by renegotiating hotel block room contracts for a net savings of over $250.0K a year• Transitioned 1,579 employees from manual time and attendance management process to electronic time and attendance management system • Implemented Short-Term Planning Tool in ATW and BTW operations to assist respective management teams on optimal staffing decision-making

Responsible for the integration of airport hub business offices reviewing over 140 work streams, providing recommendations on best practices and delivering the integration of 80 percent of airport hub back office work. Evaluated station performance against objectives to identify trends and areas of opportunity, initiated appropriate actions and LSS projects to improve operational performance. • Designed management process for system wide issue resolution process • Designed and deployed station intranet website at both LAX and IAD

Responsible for facilities portfolio including sales, maintenance, operations and administrative offices throughout 17 islands in the Caribbean. Managed company’s accounts receivable, payable and returned company to positive cash flow. Coordinated the maintenance and expenditures of company properties throughout the Caribbean. • Negotiated leases and acquired airport operations offices in Guyana and St. Maarten, sales offices in Barbados and Curacao and maintenance offices in Trinidad• Managed the build out of maintenance offices in Trinidad, and sales offices in St. Maarten and the relocation and build out of Caribbean Stars Antigua Headquarters, network operations control and maintenance operations

Supported the regional business management of thirty-six-line stations and headquarters support staff in ensuring consistent policy while maximizing performance. • Coordinated the seasonal start-up of five ski city airports and supported the start-up of four Mexico seasonal beach city airports• Utilized various mainframe reporting tools to design reports and provide statistical data to identify challenges and opportunities within line station operations

Prepared and managed department’s $2.1M budget. Developed and maintained performance reports detailing the operational performance of seven air carriers, seven ground handlers and five hubs. Created ad hoc analysis and presentations supporting senior leadership meetings with civic leaders and corporate clients. • Developed performance targets for United Express Carrier Contracts

Supervised a team of Customer Service Representatives focused on achieving operating performance and functional service activities. Managed area staffing to ensure on-time flight arrival and departure coverage. Represented airport operations supervisors as a liaison with inventory management analysts.

Developed and centralized Onboard Service Division delay reports. Identified and trended delay causing events impacted by Onboard Service processes or employees. Provided recommendations to division leadership identifying where to focus resources to support corporate reliability objectives. Instituted bi-weekly conference calls and established departmental goals in support of corporate objectives.

Monitored, analyzed and made recommendations for improving American Airlines' on-time performance. Developed and enhanced analysis tools, models and databases. Coordinated initiative implementation with other departments. Evaluated the impact of various company initiatives on airline reliability.

Created monthly and weekly expenditure reports for departments of the Operations Division. Coordinated the preparation and management of the Operations Division' s $114.7M budget. Reconciled headcount discrepancies and prepared weekly headcount reports. Worked with operations personnel to identify cost cutting opportunities. Assisted in the merger of Reno Air's operations with American Airlines.

Prepared written reviews presenting operational necessity as financial gain in support of Fleet Operation's capital investment proposals. Teamed with engineering groups to develop financial analyses for presentations to Senior Management and Corporate Finance. Maintained appropriation request log. Provided support to various operational work groups in preparing appropriation requests.

Developed, promoted and finalized the sale of United's worldwide flight schedules, products and services. As an RSSR special assignments included: Promotions Coordinator, Workload Coordinator and Training Assistant.

Strategically sourced and negotiated procurement of computer components in support of Altima’s product line.