Experience

CAE

• Canada
• Aviation and Aerospace Component Manufacturing
• 700 & Above Employee

• Head of Sales and Account Management EMEA - Civil Flight Services

  • Mar 2022 - Present



Sabre Corporation

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• MD Sweden and Solution Partner

  • Dec 2005 - Present

  I am based in Stockholm, Sweden where I am CEO of the country organization and have responsibility, including financial ownership, of the worldwide marketing function. I am driving a move to increase recurring revenues from 30% to 80% whilst continuing to grow the international customer base. The role involves understanding future industry problems while respecting, understanding current models and practices and driving evolution in worldwide airline operations and markets, thereby driving both New Business Development and Overall Solution direction. I define clear solutions to airline executives and boards that are based on business ROI models and present real business benefits through IT solutions. I have lead the local team and a remote multicultural team, helping them to move airlines to Industry best practice in Airline Operations – both in terms of solutions and in organization.

• Managing Director and Sales Director Sabre Travel Solutions

  • Dec 2005 - Apr 2022



MY Travel

• Armenia
• Travel Arrangements
• 1 - 100 Employee

• Postholder Ground Operations, Head of Operations and Crew Management

  • 2005 - 2008

  At My Travel I managed a crew and operations team of one hundred members. I instituted and managed new organisations and processes, new IT solutions and supported and managed a fleet roll-over programme, whilst managing the teams though headcount reductions. All changes were achieved without any unplanned team departures and without any operational disruptions. Moving the airline to a new on-time performance level required cross divisional leadership, and buy-in to new processes and procedures across the organisation. New labour agreements were also instituted during the same period with measureable benefits for both the airline and the crew members.A dynamic Results and Change Management initiative moved the airline’s operational performance from worst-in-class to best-in-class within eighteen months. This was achieved at the same time as reducing headcount across the operations area by more than 20%, decreasing costs associated with operational disruption by 35%, implementing a fleet change programme, implementing new Crew and Operations planning solutions and reducing crewmember ratios by more than 15%. Introduction of new IT systems drove a significant increase in regulatory compliance.My financial responsibility included owning, understanding and controlling the complete Crew Variable cost, Crew Headcount and Operational disruption budgets. All budgets saw real value decreases between 10% and 35% over eighteen month planning cycles. Introducing a new manpower planning process lead to an new understanding of crew cost levers and allowed crew reductions below actual requirements, driving lower headcounts and a lower total costs while ensuring operational protection and an increase in crew take home pay. At the airports level new third party agreements and airport agreements were concluded reducing direct operational costs. New approaches to ancillary revenues increased these by more than five times year on year.



TUI

• Germany
• Travel Arrangements
• 700 & Above Employee

• Business Development, TUI Airline Management

  • 2004 - 2005

  My key responsibilities and achievements in this role were in change management and in driving business synergies. The challenge here was to implement these changes within the six TUI airlines whilst maintaining the cultural and market-facing identities that allowed each airline to remain uniquely appreciated in its market. Key facets of the overall project covered areas including ground handling, cargo, purchasing and operations control and systems. The stand out successes were the creation of a single operational control centre and single operational and crew systems across the main airlines of the group, and a group approach to fleet management where operationally and commercially aircraft could be moved between different airlines to take advantage of market opportunities and changes.My experience of new business development was exemplified by being part of the original five person team who started Hapag Lloyd Express in Germany, and ensuring that same model could be reused for the UK start-up; ThomsonFly. I was responsible for all aircraft, crew and ground operations including procurement, processes and procedures and responsible for delivering the airport and on-board customer experience. I also provided assessments and made recommendations to the airline board of NEOS which lead to the successful and timely award of the first JAROps AOC in Italy allowing successful and on-time start-up of the airline operation.



TUI Fly Nordic

• Chief Operations Officer, Post-Holder Ground Operations

  • 2002 - 2005

  I was responsible for operations, crew management, commercial planning, security, ground handling, customer services, ad-hoc sales and organisation and operational performance. My key achievements included moving the goal posts of on-time performance in Scandinavia markets from their then poor expectations to the levels seen across the industry today. We also reduced handling complexity and third party (total) handling costs; supported the move to the new Oslo airport; and a new B738 fleet, including commercial impacts and crew training. Importantly we changed the perception and performance of customer care and round trip check in from being an airline cost to being a revenue generating profit centre. We were the first to offer chargeable services such as: select a seat, chargeable exit rows, pre-bookable meals and ‘luxury’ add-on packages in the Nordic markets.



Britannia Airways Ltd

• United States
• Airlines and Aviation
• 1 - 100 Employee

• Airport services

  • 1992 - 2002

  I was responsible for airport handling, contracting and quality in regional areas including Greece, Turkey, Cyprus and the skiing destinations. I supported all ground and station operations in respect to long term remote aircraft basing of aircraft for the Hadj and Tenerife operations. I was responsible for airport handling, contracting and quality in regional areas including Greece, Turkey, Cyprus and the skiing destinations. I supported all ground and station operations in respect to long term remote aircraft basing of aircraft for the Hadj and Tenerife operations.