Automation Reinvention and Transformation Team Performance Management.

ART Performance Management focusing on Enterprise Management Capability Performance Management.

Program Management focused on Enterprise Capabilities. Business consulting working with Cross department leadership, Business Architecture, IT, and finance.

Developed a requirements gathering process, established policies and procedures, created and executed training program and change management.Enhanced customer facing implementation process, including creating business and functional requirements, and product presentations.Analyzed customer’s existing business process, identifying opportunity for improvement and solution design the Amadeus technology solution to fit the customer’s business and revenue needs

Managed, mentored and guided a team of 14 to 21 employees optimizing revenue on 400 Domestic and Latin markets with 2200 daily departures and $6B annual revenue.Supervised the inventory migration between Reservation systems for the Delta / NWA merger by creating a training program, supervising testing and coordinating communication for 46 analysts and managers while managing issue resolution during inventory migration and collaborating with IT and other related groups.Managed the recruiting and training of 18 new employees, organized logistics for staff relocation and coordinated staff integration for the merger.Created a process combining post performance and mid-month data to project results, allowing analysts to alter mid-month strategies resulting in revenue improvements with several achieving highest revenue on record.Implemented frequent flyer availability improvements to seat inventory allocations allowing free tickets better access to seat inventory while ensuring revenue was not at risk. Conceptualized and designed a report providing analysts better insight on how to manage free ticket inventory goals and objectives.General Manager (post-merger) for West Team responsible for $5B in annual revenue, consisting of 126 markets managed by 14 employees. Scope includes 50% of the top revenue generating markets in the Domestic system. Continuously created improvements to inventory management processes/reporting, which allowed the several of the largest markets in the system to reach the highest revenue per unit achieved at Delta Air Lines.

Managed yield management staff of 21 people optimizing overbooking and seat inventory revenue through competitive and economic analysis, and application of inventory management techniques with a revenue stream of $5B in Domestic and Latin regions.Led staff in achieving Northwest’s superior industry revenue per production unit performance of 109% vs. the industry.Identified and analyzed business process gaps resulting in the creation of additional reporting and enhanced processes giving analysts better insight to post departure data, providing the ability to identify opportunities for improvement.Conceptualized and designed an HTML based file sharing repository that links 50+ reports and tools in multiple folders and servers, in one location, improving productivity by providing a central location for analyzing a myriad of reports / tools. Supervised and facilitated development, implementation and UAT (user acceptance testing). The application was adopted by Delta Air Lines post-merger and expanded to Int’l.Created training program consisting of approximately 80 modules for Yield Management which resulted in a consistent training program and a faster learning curve for analysts.Identified and analyzed business process gaps resulting in the creation of additional reporting and enhanced processes giving analysts better insight to the markets and ability better optimize revenue.Created new denied boarding report for Yield Management analysts to sculpt overbooking levels during peak periods resulting in higher loads and revenue with fewer denied boardings.Participated in system forecaster ehancement projects. Our team was devoted to keeping NWA revenue management an industry leader in revenue management forecasting.

Developmental move to gain solid understanding of Revenue Management theory and systemsPromoted to manager within 9 months after managing both business and leisure markets

Team leader of 2 teams with a focus on projects and processes to reduce costs and improve revenue.Led a team managing group reservation (seat inventory) requests, working closely with Reservations developing policies / procedures, sales and pricing to ensure revenue optimal contract negotiations. Groups reservations included extensive work with MLT Vacations and all Cruise Lines.Created business case, requirements, and functional design documents for a variety of projects (e.g., MLT group reservation queue streamline, electronic non-capital incentives (ENCI), etc.), working extensively with the reservation host developers (WSPN) designing product improvements.Led a small team managing internal overbooking (bookings made by internal employees outside the allocated inventory levels set by Yield Management) and the fare rule exception program used by approximately 1,000 employees generating $72M annually in waiver transactions including maintenance of exception guidelines and authorizations by job.Created, developed and implemented reporting to upper management on various issues such as fare rule exception activity and group processes.Developed and implemented a training program for domestic and international Reservation offices on revenue exception usage techniques to assist customers with sales and service issues while maximizing revenue.Designed and created Brio/Hyperion interfaces customized for each business unit to analyze waiver data.

Led a $3.2M project as the business area project lead and subject matter expert, managing all business area interests and working closely with the IT project manager.Managed the business effort on a $3.2M a fare rule exception (Waiver Management) initiative with a cost savings of $8 – $10M annually which implemented on time and on budget. Created the business proposal, business case documents and produced the financial justification for the 4 year Waiver Management project.Conceptualized, designed, implemented and documented an automated solution for handling fare rule exceptions handled manually by multiple business units. Involved learning pricing from executing commands in the reservation system to the pricing strategies and concepts used.Developed and implemented training for 13 global business areas including Reservations, Sales, Customer Service, Refunds, Revenue Accounting, Airport Customer Service, and Loyalty.Designed an inter-relational database (creating 46 new tables adjoining to ~30 existing tables) to report and track information which previously had multiple and fragmented data sources. Developed and implemented training for 13 business areas.

Assisted in managing a group of 80 people, managing $1.5B in receivables and $1.7B in payables with other airlines .Created new accounting process, eliminating a $6M annual overstatement of revenue.Designed and implemented operational process flow improvements which decreased the payable lag-timeby 4 months.Identified $1.7M under-billed airline settlements and developed and implemented enhanced business process to prevent future under-collections.Became proficient in auditing airline tickets, billing process between airlines, Domestic and International taxes and fees, and backend commissions.A key member of the 1st electronic interline process build by NWA.

Supervised staff (varied from 3 to 43) responsible for reconciling missing flights, processing paper documents processing and recording international taxes and fees.Responsible for ensuring all regional carrier and charter revenue posted and reconciled.Responsible for Charter flight revenue posted and reconciled.Developed, implemented and automated a lift based tax system, which reduced manual evaluation of taxes by 1.5 FTEs.Coordinated logistics for outsourcing project, working extensively with vendors to ensure efficient transition of production work (processing paper documents).Became proficient in the Revenue Accounting System (PRA).

Selected to be the 1st revenue management analyst for the petroleum division (315 stations).Created the 1st revenue management business process to increase profit margins.Analyzed revenue and profit per gallon for all station stores including using analysis to determine the price spread between product types to determine the optimal price variances by station/region.

Analyzed gas station accounting data, financials and procedures for a group of 12 stations.Worked closely within the group of stations assigned ensuring that all transactions at the store posted and processed through the systems correctly.

Analyzed and complied financial statements, writing footnote commentary and responsible for managing accounts receivables including the loan process.Worked closely with Retail Accounting to ensure transactions from Retail Accounting post and recile.Worked closely with legal to ensure contracts on the loans granted to wholesalers are accounted for accurately and provided amortization schedules.