Sara Cook Email and Phone Number

Director who is responsible for supervising and leading a team of 4 supervisors and 38 schedulers to ensure compliance with FAA and collective bargaining agreements for over 6,000 flight attendant schedules. Facilitates the divisional performance call to analyze, strategize and execute on performance plans to drive on-time performance and customer satisfaction scores. • Published and authored the department Standard Operating Procedures manual and Scheduling Manual with is recognized by the FAA to reduce training inconsistencies and FAR disclosures. Additionally, created a divisional playbook to document policies, training, and internal processes.• Disseminates daily operations status report of delays and performance metrics to local and senior leadership. Develops action plans to drive business results to achieve on time performance including flight delays, safety reporting, and customer satisfaction scores.• Acts as point of contact for 6,000 flight attendants and Network Operations Center personnel to respond to irregular operations, weather events, air incidents, and other issues relating to operational integrity; Works under high-pressure to prioritize responses and actions.

Oversight of baggage operations which includes five departments. Lead a team of 12 supervisors to focus on reducing mishandled bags, increase scanning bags onto flights and quickly delivering customers bags to the carousel in under 20 minutes. • Developed and implemented a playbook to increase bags to claim metrics by 18% which resulted in approximately 12,000 more bags being scanned daily. • Supported a total station vendor change and launch in a new city.• Prepared project process reports and identified areas for improvement. Team developed 12 unique projects resulting in a reduction of mishandled bags by 0.17 points, increasing bags scanned by 13%, and improving the speed at which customers bags are delivered to the carousel by 4 minutes. • Identified challenges with planeside upload scanning and created follow up and methods for improvement to increase planeside upload scanning by 26% which resulted in approximately 5,500 more bags being scanned daily.

Member of a World-Class Baggage Performance Program which investigates, trends and reports on baggage metrics to develop and implement projects to ensure Alaska remains an industry leader in baggage performance. • Designed a mobile solution which reduces customer processing time by 80% for 3,000 agents resulting in a soft savings of $150K.• Developed and implemented an irregularity report which improved baggage performance by 1.73 MAP points, improving the Wall Street Journal ranking from eighth to fourth.• Acted as project sponsor for a Developing Emerging Leaders team that focused on left of board items. Team developed and tested process improvements resulting in an increase in match rates for left on board items.• Generated reports and presented metrics weekly to top executives to show performance and progress on key project initiative for our company’s annual goal.

Oversight of all operations in Minneapolis, including supervision of safe, compliant, on-time departures produced by a staff of 50 individuals. Responsible for the daily management of customer service, ramp, fleet, cargo, deicing, fueling and catering operations. • Coordinated and developed a safety course for 43 employees to increase reporting by 100% which resulted in zero Level II safety events in 2015. • Supported Gate move effort with cross-divisional teams consisting of Port Authority, General Contractor, Trade Subcontractors, Other Air Carriers, and Alaska’s Contracted Service Provider resulting in a 40% monthly real estate cost savings. • Monitored and refined stations time-to-carousel performance to increase bags scanned by 52% and an average improvement in time-to-carousel by 7 minutes.

Responsible for providing world-class customer service duties including ticketing, gate operations, baggage service, training and departure coordinator roles. • Instructed Customer Service Agent initial training courses to over 330 new hires. • Participated in a lean project which focused on dual boarding and deplaning to support the HassleFree Customer Experience Key Initiative which resulted in a 3-minute faster deplaning and boarding process.