Lead team of 12 analysts that revenue manage flights in Latin America and Caribbean markets worth $5 billion in annual revenue. Drive results by coaching team in customer buying behavior and performance metrics related to pricing, demand, products, channels, points of sale, share, and competitive environment dynamics. Collaborate with pricing team on strategy creation and execution, including product creation and pricing. Coordinate with Network Planning department to align routes and capacity with highest demand and revenue opportunities. Interview manager candidates and assist leadership team in selection process. Appointed by department VP to lead creation of COVID return to office policy and guidelines for department leadership.

Led two teams comprised of 11 analysts from American Airlines and Japan Airlines in the creation and execution of pricing and yield strategy to maximize revenue performance of Pacific joint business markets worth over $2 billion in annual revenue. Created, coordinated, and executed pricing and yield strategy with Japan Airlines and Qantas Airways leaders. Collaborated with multiple departments to create post-COVID commercial plans. Designed, executed, and evaluated department survey of 300+ people that analyzed impact of recent structural changes to employee evaluation and promotion processes; identified opportunity areas and presented to department VP and directors.

Led internal consulting team of eight analysts in Dallas and Tokyo that provided oversight and analytical support to Latin America, Caribbean, and Pacific pricing and yield teams as well as Sales and Network Planning departments. Created and presented revenue performance decks for Latin America and Pacific to company President monthly and CEO quarterly. Guided creation of commercial strategy decks highlighting international challenges and presented to company President. Created commercial plans with Sales by analyzing historical revenue performance and identifying key seasonal channel opportunities. Managed cross-functional workflows from senior leaders requiring tight timelines and high attention to detail. Led manager task force in creation and implementation of new quarterly review and promotion processes for department of 300+ people that improved consistency and accountability of department leadership; changes presented to and praised by C-level. Appointed by department executive leadership to assist in creation of new corporate process for evaluating team members. Conducted college recruiting, interviewed entry-level and experienced candidates, and made hiring decisions.

Led team of 12 analysts that owned revenue performance of Northeast U.S. markets worth over $5 billion in annual revenue. Team realized revenue growth of 5% in last quarter of tenure, with unit revenue gains worth $75 million annualized. Created pricing segmentation strategies that led to unit revenue gains over 10% in target markets and $40 million incremental. Drove realignment across yield managers of analyst expectations and subsequent creation of new quarterly review format, resulting in improved evaluation and rating consistency for 70 analysts and nine managers. Helped lead redesign and implementation of department’s process for interviewing and selecting candidates, including identifying attributes for success, writing and approving question sets, and creating interview evaluation metrics to drive hiring consistency. Focus on analyst development resulted in four team members being promoted from analyst to team lead in one-year period.

Added approximately $2 million in monthly revenue to a group of six low fare markets after performing segmentation analysis, identifying opportunity, and implementing solution for a specific customer group. Assisted creation of decks for BOD and senior management.

Oversaw eight analysts that revenue managed over 100 nonstop markets in the Mid-Atlantic region worth $3 billion in annual revenue. Identified revenue improvement opportunities and guided analysts in strategy execution. Provided continuous training and mentoring to team analysts as well as entire department. Led department initiative to create yield management best practices for low cost carrier markets.

Owned revenue performance of flights to Florida by controlling fare selling decisions. Increased May - July 2014 revenue by 6% compared to prior year despite lower Latin America demand and same capacity. Evaluated revenue impact of MIA flight schedule optimization by analyzing seven months of flight-level booking data for a three month departure period; used Teradata SQL to retrieve data and PowerPivot to generate KPIs. Created forward outlook dashboard including passenger traffic from world regions, frequent flyer redemptions, sale bookings, as well as standard load factor and passenger revenue information, to improve visibility into markets and performance as well as reduce ad-hoc data analysis. Analyzed customer buying behavior, competitor pricing and capacity actions, and other internal and external influences in order to implement revenue-maximizing selling strategies. Created and manipulated large data sets using SQL, Cognos, Teradata, MS Excel, and MS Access. Presented market performance to managing directors.

Point-person for aggregating and reporting entire company’s restructuring supplier savings of over $1 billion for business plan. Coordinated department’s reporting of over $1 billion of spend to Procurement VP, including creation of MS Excel models that improved ease-of-use for over 25 employees, provided spend information previously unavailable, and shortened department’s reporting cycle. Assisted creation of MS Access database used to record and report restructuring savings from over 1500 suppliers. Analyzed and priced contract proposals, some in excess of $100 million, and recommended suppliers. Created Excel models to calculate NPV of contract and project proposals as well as payment term impacts. Created PowerPoint presentations for Procurement VP use with unsecured creditors committee, C-level management, and other external parties during Chapter 11 bankruptcy. Perform financial health analyses of suppliers using balance sheets, income statements, and cash flow statements.

Performed extensive data mining of NFL's integration of Pluck's social media features to quantify effects on NFL.com's unique visitors, pageviews, time-on-site, and other metrics from both overall and male demographic perspective; created PowerPoint presentation and pitched to NFL and Pluck marketing management. Determined best predictive models through single and multiple regression for NFL.com metrics using long-term media trend data from comScore and internal data sources; discovered key predicted NFL.com metrics could be 90% or more accounted for by Pluck product usage. Created in-depth dashboards and reports for executive management from compiled monthly comScore statistics using Excel functions such as lookups, pivot tables, and graphing. Created revenue projection reports using pivot tables and Nielsen Ad Relevance.

Recommended strategy for travel metasearch industry. Researched and analyzed online travel metasearch industry and competitors. Compiled internet traffic metrics from Alexa, Compete, and comScore for over 100 websites worldwide, including air suppliers, online travel agencies, and metasearches. Created metasearch revenue model based on advertising rates, conversion rates, and lead generation. Performed consumer survey to determine key features wanted in online travel agencies and metasearches. Presented findings to Sabre Product Marketing management. Chosen by group to lead team. Selected by Neeley & Associates to be Principal for Sabre student consulting team for following year.

Managed 11 public and private utility accounts worth over $3.5 million in the United States and Australia. Accelerated over $1 million in billing schedules by six months. Proposed automated meter reading project plans for executive approval and subsequent implementation, including budgets, product delivery and revenue forecasts, resource allocation, and milestones. Consulted utilities on best practices, proper system implementation, and operations for automated meter reading. Managed up to 15 company personnel per project as well as directed necessary client resources. Provided on-site and phone support for software and hardware technical issues. Learned software packages and trained end-users; required 90% travel. Promoted three times in four years.

Performed over 75 software and hardware implementations for public and private water, electric, and gas utilities. Provided end-user software and hardware training to billing and field managers. Trained up to 15 people per classroom training session. Conducted outdoor hardware training for meter reading personnel. Trained, evaluated, and mentored new hires, including salespeople, project managers and trainers. Coordinated and provided weeklong regional training classes consisting of over 20 people.Project Management STAR of the Month - March 2006Project Management STAR of the Month - September 2004

Performed over 100 proprietary software implementations, including clients in Iceland, Malaysia, and Germany. Created client visitation program with purpose of increasing product satisfaction and sales, and personally conducted over 500 site visits within one year, an increase of over 500% from prior year. Wrote, reviewed, and enhanced several hundred knowledge-base system articles used by phone support employees. Wrote and certified questions for incentive-based exams for employees.Employee of the Year, Nominee - September 2003Software Installer of the Month - October 2001Rookie of the Year, Nominee - September 2000Software Co-Installer of the Month - January 2000