ALOFT AVIATION CONSULTING, Dallas, TX 2011 - PRESENT
Senior Director, Market Strategy & Performance
* Establish new commercial consulting practice for an existing consultancy; focusing on organizational health, commercial strategy, brand management for airports, airlines, and other travel industry businesses.
* Engaged with airport operator to define and solve organizational, strategic, marketing and and communications challenges at its medium hub airport in a major, multi-airport U.S. market.

SOUTHWEST AIRLINES, CO., Dallas, TX *****
Director, Market Strategy & Performance (2008-Present)
• In highest priority markets representing one-third of Southwest’s capacity, align and guide, personally or through direct reports, all Marketing efforts to derive and execute market-specific strategies and plans.
• Guided development of brand strategies for AirTran and Southwest, including objectives, brand pillars, multi-channel advertising, and game theory around competitive responses.
• Personally led Southwest marketing efforts in Denver in 2010. Set and then surpassed stretch goals for revenue performance and market share. Directed the development of 2010 and 2011 Denver advertising campaigns that exceeded performance metrics. Specific results are company-proprietary and therefore are not included.
• Challenge conventional wisdom. Determine root cause of issues and develop integrated marketing strategies and cross-functional tactical plans to solve them.
• Oversee cross-functional tactical execution, assessment, reporting and adaptation.
- Met 91% of market objectives in *****, and 100% of market objectives in 2010.
• Direct Marketing’s AirTran integration efforts. Beat initial milestone by four months.
• Establish annual market classification to apply portfolio management to Marketing’s effort.
• Lead confidential, inter-departmental projects to improve city, network and brand performance; e.g., evaluated potential new product line; identified commercial opportunities and risks in proposed acquisition.
• Evaluate and recommend corporate objectives and strategies for existing and potential markets as Marketing’s voice on Integrated Commercial Planning Committee.
• Served as mentor in Southwest’s testing of an interdepartmental mentoring program

Regional Director, Properties (2003–2008)
• Led - personally and through direct reports - public sector, multi-party lease and facility negotiations in the Eastern United States
• Led a team to devise and implement airport facility strategies to manage airport costs to predefined metrics, while providing adequate facilities for Southwest’s Customers and Employees. Notable Team successes included Philadelphia, Orlando, Houston, Tampa, Ft. Lauderdale, and Dallas Love Field.
• Developed people. Improved the effectiveness and job satisfaction of my team and support staff through implementation of annual performance SMART goals and structure, routine feedback and discussions. Identified, arranged and led continuing education opportunities for the department.
• Ensured Southwest’s superior financial performance with respect to airport costs. Routinely met or exceeded team metrics for cost per enplanement, budget accuracy, and long term cost savings.
• Chaired Station Opportunity Committee, a cross-functional portfolio management team ensuring proactive review of, and action on, routine and strategic airport facility issues.
• Developed and maintained excellent internal relationships through regular meetings, updates, and driving timely decisions to solve critical airport facility issues.

Manager, Properties (1995–2003)
• Produced present value savings of $75.9 million through negotiations with airports.
• Directed team responsible for developing Southwest’s $200 million facility at Baltimore/Washington International Airport, including program definition, facility design, program management, lease and financial negotiations, and state government relations.
• Led problem-solving efforts between departments with respect to facilities requirements and opportunities in Mid-Atlantic and Southeastern United States.
• Launched five new cities, negotiated initial and amended lease agreements, developed relationships with airport staff, industry consultants, and local and state officials.


District Marketing Manager (1991–1995)
• Led 10-person sales and marketing team in Southern California and Las Vegas during rapid expansion, exceeding team’s sales goals in every period.
• Hired and trained nine new Employees. Six were subsequently promoted within Southwest by others.
• Analyzed Southwest’s market position; recommended initiatives for branding, promotion, schedule and pricing.
• Improved Southwest’s visibility with local and national media, local governments, and local civic organizations.

Area Marketing Manager (1989–1991)
• Developed and implemented local sales plan, exceeding goals last two periods.
• Analyzed Southwest’s market position; recommended initiatives for promotion, schedule and pricing.
• Improved internal relationships with local Ground Operations department.
• Gained visibility for Southwest with local media and civic organizations.

PRESIDENTIAL AIRWAYS, INC., Birmingham, AL 1989
Manager, Financial and Community Affairs
• Created business plan for start-up airline.
• Developed relationships with potential investors for private equity placement.

AMSOUTH BANK, N.A., Birmingham, AL *****
National Banking Officer
Developed banking relationships with large corporations headquartered in Midwestern and Mid-Atlantic United States.

Cash Management Sales Representative
Sold cash management products to commercial accounts*****mercial Finance Auditor
Audited records of companies with asset-based lines of credit. Reported findings and made recommendations to loan officers.

Credit Analyst
Analyzed commercial customer’s financial records. Made recommendations to loan officers on companies’ credit-worthiness.

VANDERBILT UNIVERSITY, Nashville, TN *****
BA Economics

* Engaged with airport operator to define and solve organizational, strategic, marketing and and communications challenges at its medium hub airport in a major, multi-airport U.S. market.
• Developed and guided implementation of brand strategies for Southwest Airlines' Denver growth and Atlanta introduction.
• Lead confidential, inter-departmental projects to improve city, network and brand performance; e.g., evaluated potential new product line; identified commercial opportunities and risks in proposed acquisition.
• Evaluate and recommend corporate objectives and strategies for existing and potential markets as Marketing’s voice on Integrated Commercial Planning Committee.
• Directed team responsible for developing Southwest’s $200 million facility at Baltimore/Washington International Airport, including program definition, facility design, program management, lease and financial negotiations, and state government relations.