Glenn Tilton
Glenn Tilton
Glenn Tiltonwas Midwest Chairman and a member of the Executive Committee, at JP Morgan Chase, a position he has held from June 6, 2011 to 2014. Tilton was formerly non-executive Chairman of United Continental Holdings Inc.,, the parent company of United Air Lines, Inc. and Continental Airlines, Inc. as of October 1, 2010. Tilton was formerly Chairman, President, and CEO of UAL Corporation from 2002-2010...
forward steps transform work
important steps forward as we work to transform United.
beginning continuous draw experience external image internal knocking visual
If I were able to draw a visual image of the beginning (of bankruptcy) to today, it would be one continuous experience of knocking down internal and external barriers.
I have not been able to see it.
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Clearly, we're disappointed that our mechanic and related employees, represented by IAM District 141M, did not approve the tentative agreement with United, ... Nevertheless, we remain fully committed to the goals of the United Airlines Union Coalition in achieving labor cost savings that will enable us to secure federally backed loans.
learned oil speculate
If there's anything I learned in 32 years in the oil business, it's not to speculate on oil prices.
airline bankruptcy carriers change passenger since soon viable
Before today, of the 166 airline bankruptcy filings since 1978, only two passenger carriers have successfully restructured and exited as viable businesses. That will soon change to three.
chapter fact mean means united
Chapter 11 does not mean United is going out of business. In fact it means the opposite,
appeals ends customers
We have to broaden our appeal to more customers than simply high-end customers. We have to understand that, in the aggregate, there are fewer customers out there, so we have to appeal to them all,
aviation change compete emerging environment global industry less matter none position strong transforms united
No matter how well United or any U.S. carrier transforms its business, none of us will be as strong as we should be ? much less in a position to compete in the emerging global aviation industry ? if there's no change to the regulatory environment in which we operate,
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As we move ahead, United is committed to continuous improvement in costs, revenue and operations to optimize our resources and sustain competitive margins. We have achieved a great deal in our restructuring to reposition this company and build upon our assets, an unrivaled global network and our dedicated employees. We can be better. We are in a very competitive industry, and we take nothing for granted.
future heading leadership less position
The future that we are heading into will be no less challenging, but we are approaching it now from a position of leadership and strength.
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The confirmation of our plan is a clear validation of the work we have done to make United a sustainable enterprise with a strong financial and operational foundation. We will leverage that foundation to take full advantage of the opportunity we have to compete for leadership in the U.S. and worldwide.
brutally environment financial global industry midst ongoing opportunity united
These global financial institutions see opportunity in United -- even in the midst of the ongoing brutally competitive industry environment.
airline chapter emerge enabling huge step
This is a huge step in enabling this airline to emerge from Chapter 11 as a stronger, more competitive company,