I led team to automate and scale and proven processes to support a global organization., grew my team, and created the processes to evaluate team development, and a pathway for growth.

Crew Planning Strategy ManagerI led a team of 10 through a reorganization, including transition of workload, and implementation of new processes.I reorganized our department and found efficiencies in the team workload. I advised the company’s top leaders in the COVID-19 response, leading to a $20M monthly savings.I developed an employee training program and materials resulting in increased customer service and sales growth.I facilitated training initiatives for executives, managers, and employees in quality service, coaching, and performance management.

I served as the primary business point of contact to develop an enterprise data warehouse (Teradata) for crew operations and productivity. Leveraged this warehouse to create and automated operational and financial reports. I educated 14 new business leaders on the importance of data in their business. Proactively identified and resolved issues uncovered through contract and regulation changes.I drove a culture of analytics by asking the right questions, listening to the needs of stakeholders, and developing a data and reporting strategy supporting the decisions for multiple workgroups. This represented 30% of Alaska Airlines’ non-fuel related expenses ($1.25 B).I utilized internal SQL server to run ETL processes, SSRS and Tableau to deliver reporting to on and off-premises.I resolved staffing problems caused by growth. This increased pilot training capacity by 75% and meeting growth demand.

I applied descriptive and inferential statistical methods to predict the outcome of processes, applying these to solutions for personnel in 65-plus stations across the country. I created key performance indicators, educating executive leadership, and setting company and departmental goals.I pulled and aggregated data using SQL and displaying through SQL Server Reporting Studio (SSRS).I developed a new program for projecting efficient scheduled flight times, providing a more stable operation with 2% reduction in scheduled blocks. Estimated $36M cost savings annually, contributing to 8 straight Flight Stats awards, and 12 straight JP Power Awards.I presented process improvement workshops and change management for seat change notification process, resulting in 80% fewer messages sent to customers.

During tenure as an analyst at SkyWest, I served as integral part of developing first data warehouse, and creating our operational performance reporting platform. This was based in an IBM Cognos system. I processed and analyzed flight schedules, and on-time performance information, developing reports and key performance indicators for airline management to identify emerging trends and issues. I projected future performance and set corporate and station goals, as well as set thresholds for employee recognition. I analyzed and projected profitability for new routes, resulting in opening five new routes for the Pro-Rate system, all profitable by the end of Year-1.I designed, developed, and implemented a new database and reporting system, streamlining reporting process, and improving reporting accuracy within the market development department, reducing workload from 240 hours monthly down to two.I drove continuous improvement projects, identifying and resolving operational performance issues with a team of 10 cross-divisional co-workers, resulting in the creating of an operational playbook.I developed tools and reports that have been accepted by multiple levels of leadership, leading to a culture shift and a suite of reports with 100+ daily views.

I implemented and supported a paperless billing system, saving the company a projected $250,000 per annum.I reconciled prepaid vendor accounts to find a sum of $4.2MM in account shortages.I created greater efficiencies in the accounts payable process through automation.