ISTAT Jetrader - Winter 2023 - 11

Rapid Rewards program, acquiring AirTran and navigating a pandemic ... just to
name a few.
Another big moment that had a lasting impact on me in my career is after
Sept. 11, 2001, almost every single airline grounded airplanes and furloughed
employees. Not Southwest. In the days, weeks and months following the attack, it
was a period of great uncertainty for our country and our company. Early on, in the
immediate days following the attack - before airlines were even given clearance to
return to the skies - Southwest made a commitment that we would not furlough a
single employee and we would not reduce our levels of service to the communities
we serve. I was extremely proud to be part of a team that made those tough
decisions in the face of such turmoil.
From a career standpoint, I think the experience I gained starting and leading
our investor relations function taught me so much about how we tell our story, and
it prepared me well for the roles I took from that point on to this day. Each role and
position prepared me well for the next one, and they were all so impactful.
Above all, what has made the biggest impact on me is the people I have been
fortunate to work alongside each and every day. They are my family away from
home, and they are what motivate and inspire me to continue this journey and cause
for Southwest Airlines.
Jetrader: Who were your mentors and role models, and how did they
influence or impact your career?
TR: First and foremost, my mother, who instilled in me from a very young age the
importance of education and having a strong work ethic. I've also been blessed
to be surrounded by some of the greatest leaders and mentors one could ask for
in my professional career. I witnessed some of my most influential leadership
lessons firsthand at Southwest Airlines by our most notable leaders: Herb Kelleher,
Colleen Barrett, Gary Kelly and, now, Bob Jordan. His genuine care for the people of
Southwest Airlines is endearing and motivational.
Jetrader: Can you elaborate on your
strategic planning process and how
it aligns with the company's overall
goals and objectives?
TR: I love the wide range and scope
of the teams I get to work with on
a daily basis, including: financial
reporting, financial accounting,
accounting operations and payroll,
investor relations, treasury, tax,
financial planning and analysis,
supply chain management, corporate
strategy, fuel strategy and management, fleet strategy and management, and
environmental sustainability.
Our Corporate Strategy Team, in particular, helps drive the development of
immune to the disruption in the global
supply chain.
As a result, a primary focus area
is to return to orderly growth that we
can plan for and execute. Re-flowing
our order book and managing the
fleet to accomplish this imperative
is an example of a recent priority for
our company.
Jetrader: What are your views on
the changing nature of finance
and accounting functions for
the aviation industry with the
adoption of new technologies
and reporting requirements?
Specifically, how do you feel about
emerging environmental reporting
requirements and the demands on
airlines to achieve compliance?
TR: I am incredibly proud of our finance
and accounting teams. Our people
are outstanding and are constantly
adapting to new demands. It is
important that we continue to drive
efficiency while improving data quality
and advanced analytics to drive speed
and real-time insights for decisionmaking,
and we are investing in new
LUV is our ticket symbol, and it's truly been a LUV
affair with Southwest Airlines since day one. I love
what we do every day. I believe we make a difference
in people's lives.
Southwest's long-term strategies and works across the company to align our
business plans, major initiatives and budget. The airline industry is dynamic and
incredibly competitive. And the world we live in today is full of challenges. It is
critical that we stay on top of trends and opportunities and adapt our plan as
necessary to achieve our long-term objectives.
Over the last few years, our fleet strategy and management and supply chain
management have become areas of our business with a major focus that impact
our strategic planning. The airline industry and our suppliers have not been
technologies to help us stay ahead
of the game and to support emerging
reporting requirements.
We have also made meaningful
progress toward our environmental
sustainability goals. We have a set
a goal to reach net zero carbon
emissions by 2050, which will take
long-term planning and near-term
action. It's going to take a lot of work
with a variety of organizations, but
* WIN TER 2023 * 11
ISTAT Jetrader - Winter 2023

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