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...
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So far, the pressure is not that great. It's sort of ringing the bell for us. We've learned to compete effectively with Frontier, and we'll do the same with Southwest.
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show just how far we have come at United. Our business plan is viable and financeable and has the full support of the banks. This financing will enable us to exit and to compete effectively in this industry.
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more flexible, more efficient and ... positioned to compete with the best carriers.
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When we started this journey three years ago, many people questioned our ability to rebuild United into a company with a sustainable future, but together we have created a fundamentally better airline -- strong, confident and ready to compete with the world's best.
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We've put ourselves in a position to be able to compete with the effect of high oil prices in 2006. I'm confident that the work that we've done will put us in a position to have a competitive result whatever the market environment may be.
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Without a coherent U.S. aviation policy that reverses the bias against airline size and removes the barriers that prevent us from constructive consolidation, U.S. carriers will be unable to compete on a global scale and we risk being marginalized,
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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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United is better positioned today than anyone thought remotely possible three years ago, ... We have earned the opportunity to compete and we are moving forward.
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Today, we have the business platform we need to compete with the strongest carriers and a clear strategy of offering the right service to the right customer at the right price.
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Our plan will have to be more aggressive than it was out of court. We will need more cost savings. Work rules will have to be on the table. We have to take this opportunity to create a different and durable cost structure that allows us to compete and succeed in a different revenue environment.
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We look forward to continued cooperation with all of our unions and employee groups as we work to reach consensual agreements that will help us redesign our business and compete more effectively in the long term.
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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.
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These solid results are evidence of real progress in our work to make United competitive and resilient.
flying next united
It would not be the end of United if we were to do so, ... We would be flying the next morning.