Led SoulCycle's loyalty, CRM, and hospitality and customer service teams.

Led JetBlue's loyalty program, which includes TrueBlue (JetBlue's frequent flier program), the airline's co-brand credit card portfolio, and 40+ loyalty partner relationships.

Responsible for revenue optimization, pricing, inventory management, and market planning for JetBlue's domestic and international route network. Led a team of more than 25 crewmembers who managed more than $4 billion in flight revenue.In this role I also oversaw the market planning function at JetBlue, which sought to identify and diagnose problems within JetBlue markets and then leverage resources from around the company (such as marketing, corporate/leisure sales, and loyalty) to improve market performance.Led a significant evolution of the RM department's strategy and processes, including pivoting the pricing organization to become more strategic rather than execution-oriented, and moving away from a one-size-fits-all approach for inventory management toward one based on market characteristics.

Developed and executed JetBlue’s alliance and airline partnership strategy, growing JetBlue's portfolio of airline partners from 5 to more than 25 in less than three years. Deepened the relationship with key strategic partners through codeshare, loyalty agreements and ground handling relationships to grow partnership bookings. Responsible for sourcing and negotiating agreements with other airlines, as well as the intensive and personalized relationship management that followed the agreements. Developed expertise within JetBlue to handle the shift from a largely point-to-point airline to one handling complex connecting bookings from international airlines. Coordinated the execution of interline customer service across the travel ribbon, working closely with colleagues in airports, customer support, e-commerce, IT, RM, accounting and loyalty.

Responsible for the forecasting of JetBlue’s passenger and ancillary revenue, analysis of revenue performance and initiatives, and ad hoc data-driven support of company-wide projects.Worked closely with constituents in multiple organizations (including finance, accounting, and IT) to harmonize analyses and ensure accurate reporting. Oversaw the deployment and maintenance of the revenue management department’s systems.

Led an initiative within McKinsey's knowledge management team to redesign McKinsey’s central internal knowledge sharing website. Led intensive user research and prototyping with consultants toward the goal of developing a new site that better allowed the Firm to capture, leverage and share expertise across the global organization. Designed and launched a revamped site organized around use cases (e.g., types of research) rather than a simple repository of documents.

Provided management consulting support on engagements for clients, including a major U.S. airline and financial services firm. Developed new work processes and incentive structures as part of the transformation of the revenue management group at a major airline. Managed a team of clients to develop, pilot, refine and launch several new processes to bring more discipline, thoughtfulness, and accuracy to inventory and pricing decisions.Evaluated the economic and strategic implications of spinning off the loyalty division of a major airline.

Projected passenger demand, revenue and profitability of prospective international flights and recommended service additions and cancellations.

Management consultant serving on a variety of client initiatives, including a project to redesign flight attendant work rules and pay structures for a major airline, and an initiative to develop an economic development strategy for a struggling region.