Tom Lisi Email & Phone Number

Denver Colorado

Our goals at 1517 Peak Performance are to support you and your organization to achieve your objectives through continuous improvement, business transformation, critical skills training and coaching at all levels of your team.

Denver, Colorado

Denver International Airport

Leading the Lean Peak Performance continuous improvement efforts at Denver International Airport. We are building change leaders, engaging employees and improving processes throughout the City of Denver.

Greater Chicago Area

My team was responsible for the harmonization of Below the Wing airport operations processes, policy and technology. This involved working with world wide airport leaders to implement change, improve performance and build a working together culture.

Station Operations Support team has had a leadership role in the transition of the new United. We've led the harmonization of flight information and customer information through two major changes involving field organizations worlwide. These changes involved business processes, training and IT development. It's been a great twelve months with plenty of challenges ahead.

Responsible for leading the development of standard airport processes in partnership with the field organizations. The team role includes Ramp, Customer Service and Station Operations policy and procedures. We support the operating groups in attaining goals through subject matter expertise and process reviews.

This project included working with internal sourcing teams, senior leadership and the operating groups to determine the best outcome for a ground handling supplier. The project included leading a team through the process of preparing options and contingencies.

I am leading implementation of process change and operational technology improvements working with the hub organizations and the IT team. My role as a partner to leaders at United Express and United Airlines is focused on efficiency and performance.

I led a change effort in Ramp Service the largest employee group in Denver. The team has 60 Management employees, 250 front line Leaders and 1000 Ramp Service employees. The changes have included improving customer service, changing operational processes and reducing expenses. We consolidated work groups, redesigned processes and delivered change that continues to strengthen the base of this organization.

United Airlines began to develop a corporate focus on CI and I was asked to lead the effort in Denver. In February 2007 I was asked to take on the leadership of the Ramp Services department.

United Airlines outsourced Customer Service functions and established a Vendor Management team to manage the Service Provider organizations holding these contracts. I was given the opportunity to establish the team and processes needed in Denver. The team working in coordination with the Service Providers established a Performance Management process that improved customer service and reduced expenses while providing support for the Service Provider leadership.

I was responsible for managing the coordination of daily flight operations in Denver. This included the coordination across organizations and governmental entities.

Bachelor Of Science, Business - Organizational Behavior

Associate In Science, Criminal Justice