Joseph Acord

• Provides leadership to the Expedited Supply Chain Solutions department
• Provides a highly personalized level of service to our clients
• Responsible for the timely detailed written charter quotations
• Responsible for the arrangement of the aircraft fueling, parking, ground transportation, and lodging of aircraft, and scheduling of the crew
• Acts as a liaison between Flight, Maintenance, and Dispatch departments to ensure all pertinent information is communicated efficiently and correctly between departments.
• Strengthened community involvement by developing and implementing new charitable plans.

Business-unit executive responsible for the development and management of United's 180MM "airline within an airline" charter portfolio, which provides dedicated aircraft to a diverse set of high profile clients, including professional sports franchises, collegiate athletic teams, corporate customers, and the U.S. Department of Defense. Led a team of fourteen direct reports, including three sales managers and eight operational support staff, with oversight over hundreds of employees in other divisions performing charter-related job functions.

Key Accomplishments/Responsibilities:

• Led efforts to significantly increase charter sales and profits through targeted accusation of high-value customers across multiple segments. Grew business-unit revenue by 160% over a four year time period, while simultaneously improving margins.
• Partnered with operating groups throughout the company including, Network Planning, Network Operations, and Airport Operations to develop robust processes and metrics for charter operations. Oversaw the successful operation of over 2,500 charter flights each year on aircraft operated by United and multiple third-party regional carriers.
• Responsible for the successful negotiation and management of complex vendor and client contracts. Renegotiated teaming agreements related to United's participation in the Civil Reserve Air Fleet Program, significantly increasing revenue from Department of Defense flying without and increase in costs.
• Accountable for the line-of-business profitability, including annual business planning, ongoing forecasting, and ad-hoc financial analyses.

Responsible for leading a project-oriented team of five direct reports in the optimization of Continental's long-range network strategy. Collaborated across multiple divisions, including finance, fleet planning, corporate real estate, and third party regional partners.

Key Accomplishments/Responsibilities.:

• Oversaw development of the company's first-ever ten-year strategic plan, outlining new market opportunities, network planning/scheduling initiatives, and hub and fleet optimization strategies. Developed long-range schedules to identify long-term real estate needs, leading to the redevelopment of Terminals B and C at Houston's Intercontinental Airport. Presented findings and made recommendations to C-suite company executives.
• Led ad-hoc analyses designed to optimize Continental's route network. Responsible for new aircraft selection and interior configuration/seat-mix analysis, the optimized deployment of existing aircraft allocations across markets, and assessment of the economic value of large regional aircraft to the airline. Provided network evaluation of merger and qcuisition proposals, as well as high-level competitive-landscape analyses.

• Optimized seat inventory and overbooking levels in a portfolio of fourteen domestic markets, representing more than $132MM in total annual revenue for the company.
• Managed Continental's Demand Driven Dispatch function, maximizing system revenue by "trading" sub-optimal legs with other available aircraft close-in to departure. Worked with other groups in the company to ensure the operational integrity of proposed trades.

Responsible for leading a team of three analysts in the optimization of Continental's domestic route network.

• Assessed the company's strategic market opportunities through development of segment-based P&L forecasts, and synthesizing data into comprehensive presentations. MAde competitive positioning and network planning recommendations to airline executives, optimizing the performance of over 2,600daily flights in 325 domestic city pairs.
• Oversaw the limitation of new airline service in over twenty domestic markets between May 2004 and January 2005. Worked directly with airport stakeholders to develop marketing plans and to garner subsidies beneficial to the airline.