•Managed the day-to-day operation for the Crew Scheduling department within the Integrated Operations Center (IOC) for the world’s largest airline•Led and developed team of 400+ team members in the Crew Scheduling team•Improved airline’s response to irregular operations through technology enhancements, process improvement, and new data insights through advanced analytics•Collaborated across the broader Operations organization to ensure alignment on the crew plan to ensure resiliency in the operation•Launched new technology for our crew members, moving off of mainframe systems into new modern tools

•Led the Flight Service policy and procedures, administration, and technology teams supporting 25,000 flight attendants and the leadership team across the country•Developed and implemented new policies and procedures that evolved rapidly due to Covid-19 while partnering with health professionals and union officials•Executed extended leave, voluntary early out, furlough, and recall programs for over 10,000 flight attendants, focusing on clear and timely communication to ensure all team members had the relevant information to make the best decision based on their personal situation

• Led the Flight Service organization at DFW and STL, including 80 managers and 6,500 flight attendants• Worked with airport leaders on operational and customer service improvement initiatives• Fostered a strong and professional relationship with local union leaders• Focused on change management during implementation of Flight Attendant Operational Integration

•Built new department to provide analytical, project management, and reporting support for Flight Service•Provided actionable reporting to Flight Service Base Ops to ensure employees are being recognized when they provide excellent customer service•Managed large cross departmental projects in order to enhance both our employee and customer experience•Developed a flight attendant pain point management process to quickly address issues that impact our employees negatively

•Led team of 4 unique groups with focus on supporting the customer experience operation with analytical, financial, and project management expertise•Led cross-functional team to develop strategy and execute implementation of the CWA-IBT joint collective bargaining agreement•Worked closely with subject matter experts, controller, and FP&A to build business cases and gain approvals for strategic projects•Successfully launched new service to 5 international stations by leading corporate wide planning sessions•Managed relationship with ramp business partners through monthly calls and actionable reporting

•Managed team of 5 analysts to develop staffing models for American’s domestic airports in order to balance operational performance and staffing efficiency•Worked closely with Network Planning scheduling team to understand monthly schedule changes and then evaluate staffing implications•Developed scope model for negotiations that allowed the Labor Analysis team to evaluate different contract options•Led effort to align Customer Service Agent staffing models between LAA and LUS-Rebuilt staffing rules and methodologies based on more recent data and time and motion studies•Worked with station leadership on projects to improve performance and meet new operational requirements-Added additional resources for DFW, ORD, and MIA rebanking initiative-Built business case to add dedicated deicing headcount at DFW to ensure a higher completion factor and better customer experience

• Managed American’s Day of Departure Upgrade Product- Developed pricing strategies to drive additional revenue- Implemented changes to Upgrade availability – driving approximately $5M annually• Aligned and harmonized Legacy American Airline's and Legacy US Airway's Day of Departure Upgrade Product• RM Lead on American’s merchandising personalization effort- Worked with IT and Merchandising Strategy to implement Oracle’s personalization platform• Ancillary Reporting Business Lead- Created monthly Ancillary Scorecard for review with senior leadership- Worked with IT to develop new Merchandising databases to allow detailed reporting and analytics

• Project Lead for American’s Next Generation Airport – a multiyear project to improve the customer experience and create operational efficiencies through new technologies, products, and airport layouts- Developed Next Gen strategy by hosting VP steering committees, leading cross departmental working groups, and engaging front line employees- Created detailed cost estimate, ROI, and timelines- Successfully launched American’s first Next Generation Airport at DFW terminal A1- Led team of peers to plan and implement Next Gen at other American gateway airports• Analyzed new capital purchases for American’s customer facing areas• Served as a brand liaison and consultant for the re-branding effort at American’s airports• Work stream lead for the Customer Policies integration team

• Developed annual Budget for Airport Operations, totaling approximately $500M• Developed Airport Staffing Models with SABRE StaffPlan• Consolidated monthly close for entire Domestic Airport Services and reported results to Corporate Finance• Performed monthly accounting processes• Maintained and Developed the Oracle Essbase and A3M databases • Developed training curriculum for Oracle Essbase for New Hires

• Prepared monthly bank reconciliations by using CODA Accounting Software• Recorded daily cash and investment transactions • Prepared monthly compliance reports for external auditors

Worked summers 2001-2008Inside Sales and Order Filler• Provided customer service to walk-in customers• Prepared orders for deliveriesAccounts Payable Clerk• Recorded all the invoices to be paid using Peachtree accounting software• Established and maintained solid relationships with vendors