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You have some big shoes to fill after Gary Vey’s retirement. What’s the biggest pitfall for a new CEO? They themselves do a great job of managing their respective teams. Thankfully, I have a great team around me who believes deeply in what we are trying to do here at the airport. A CEO is only as good as the sum of the team. You give them the tools, support and trust to do their jobs. You surround yourself with people smarter and more capable than you. The best managers don’t require much managing. Our Board of Directors provides the oversight and strategic direction that charts the course. That’s my main prerogative – to grow the business. But honestly, the reason any CEO is hired, whether it’s at IBM or Lufthansa Airlines or the Gander International Airport Authority, is to grow the business. What the CEO really manages is the organizational context– we have a capable team of professionals that runs the day-to-day operations. The CEO manages operations at the airport and is ultimately accountable for all aspects of that. I had the advantage of coming from the organization rather than arriving cold so I already had insight on the key opportunities and challenges. You have to build trust with staff, partners and the greater community. Certainly the first 90 days is an important time to establish a strategic direction and begin earning the confidence of the team around you. I’d say that depends on the leader, the business and what you are trying to achieve. They say the first 90 days for a new leader is pivotal. It’s been extremely busy, but I’m enjoying it. I’ve been in this chair now for five months. At peak booking times, the app can fill four Boeing 737s in just one minute.Ĭurrently, more than seven million customers use the platform for their travel needs, and its popularity is growing by an average of 8,000 users per day.įurthermore, the platform is localised in 17 different languages, allowing the airline to provide a more seamless and personalised service to customers across the world.How are you settling in to President’s role?
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The platform significantly reduces booking times and enables faster flight check-ins. It can even connect users with other passengers with whom they can share a taxi.įollowing the design phase, the airline required a reliable and innovative development team who could employ Agile methodologies to bring their vision to life.įor these reasons, the client partnered with Endava to develop the solution which, according to their CTO, is not only a strategic tool, but also central to the airline’s strategy for personalising the user experience. The solution allows passengers to create their own personal profiles, securely store payment and passport details, and search the airline’s 1,600 air fare routes.īased on the personal profile, the airline can also help customers with any other travel-related activities such as hotel and restaurant suggestions, trip tips, as well as logistics to and from the airport.
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The finished product is a user-focused platform that sits at the heart of the client’s commitment to growth and enhanced customer service, acting as a travel buddy to millions of customers worldwide. By making recommendations on internal structures and bridging the gap between UI design and development, we were able to transform the platform from an idea into a working product.
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Using Couchbase, the application sits across three data centres, with all backend data seamlessly synced at all times. The application continued to undergo constant scrutiny until launch, with the team seeking relentless feedback from customers and senior management. Within three weeks, our development team presented the airline’s CEO with the first demo. We set up a special user interface (UI) team of five engineers to develop the platform’s CSS and HTML, ensuring the complete application was exactly as envisioned by the client’s design team.
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With an aggressive nine-month deadline, we provided the airline with a full scrum team consisting of approximately 10 frontend, backend, QA and testing engineers, as well as a scrum master. The solution needed to be modern, flexible, and easy to integrate, offering a user-centric approach, utilising the latest technology, and providing convenient features in support of the airline’s 100 million-plus customer base. The client needed a platform that could cater to customers’ every travel need – from the moment they begin the booking process to the instant they arrive back home. Aware of passengers’ evolving needs, this major international airline started looking at how they could use technology to personalise travel and transform the user experience (UX).