Hope Antzoulatos

Experience

• 

  Qantas Airways Limited

  Jul 1998 - Jun 2010

  Reported to the Executive Manager Commercial Planning and led a team of 28 people focusing on the evaluation (commercial, financial, operational) and design of the schedule in order to deliver the total Qantas international and domestic network programme. Timeframes covered short term tactical to long term planning. Key Achievements● Leadership - developed cohesive management team to drive business improvement and reinforce strategic principles following GFC● Financial - led Network QFuture business transformation project and presented to the CEO and EXCO delivering more than $90M in benefits from innovative Network initiatives● Financial and operational - led and implemented significant changes to the international business over various routes to improve forecast profitability and position the airline for longer term sustainability eg improved HKG hub, change of gauge on various routes to meet demand and/or product imperatives, redirected A380 capacity to more profitable flying ● Financial and strategic - grew existing profitable domestic markets by 7% for Northern Summer 2010 and introduced new markets to a value greater than $15M per annum● Strategic - led review of fleet rationalisation impact on the Qantas Network in the face of financial/competitive pressure● People - continued reputation for driving culture of collaboration and consultation with key company and external stakeholders Show less Reporting to the Group General Manager Network and Airline Operations, I led a team of 17 people focusing on the commercial, financial and operational evaluation and design of the schedule in order to deliver the Qantas Airlines international network programme ranging from tactical to longer term time frames.● Led Network process revitalisation project focusing on development, evaluation methodology and stakeholder management● Improved department exposure by increasing focus on commercial and financial aspects of the business● Grew existing profitable markets and introduced new markets to the business eg China, Sth America, India● Contributed to record profit of greater than $1bn for Qantas in 2007 and 2008● Managed complexity of introduction of new fleet assets such as A330 and A380● Led company delegations to meet with government bodies such as the Department of Civil Aviation in China to negotiate allocation and use of scarce airport slots ● Managed ‘short term’ team and events resulting from operational impact of multiple shocks such as QF Engineering industrial dispute and significant unprecedented aircraft operational incidents where capacity was unexpectedly reduced● Provided strategic/tactical consideration of bilateral and aero political issues to support applications to the International Air Services Commission ● Involved team in cross functional forums to broaden knowledge base and increase exposure Show less Responsible for a team of three people and reporting to the Group General Manager Network focusing on the development, communication, publication for sale and operational implementation of the international seasonal operating programme.● Led development of international operating schedule programme and fleet utilisation process● Increased depth and breadth of consultation and communication with all areas of the company to balance commercial and operational considerations eg Engineering, Crew, Revenue Management, Sales, Flight Operations, Government Relations ● Managed resource and capacity issues resulting from September 11, Ansett collapse, SARS etc● Led negotiations with airport and government authorities for slot assets ● Led company delegations to slot conferences as Head delegate twice a year● Member of IATA International Schedule Procedures Committee _______________________________________________________________________________ Show less Responsible for identifying, analysing and recommending possible synergies with partner airlines. Investigated possibilities for greater financial, commercial and operational synergies between partner companies● Drove consultation and collaboration with all areas of the Company with the aim of seeking ideas and inputs into possible synergies that would enhance both Company positions financially and strategically● Implemented increased enhancements to allow joint Revenue Management and joint Network/Schedule Development processes delivering benefits greater than $50m per annum Show less

  • Head of Network

    Mar 2009 - Jun 2010

  • General Manager International Network

    Mar 2005 - Feb 2009

  • Schedule Development Manager - International

    Jul 1999 - Feb 2005

  • Partnership Benefits Manager

    Jul 1998 - Jun 1999
• 

  Virgin Australia

  Feb 2011 - Jul 2018

  General Manager Network Management - Virgin Australia

  • Reported to Chief Commercial Officer with accountability for revenue budget over $5 billion• Key member of the Senior Leadership Team responsible for transforming the airline from low cost to full service carrier, resulting in one of the most competitive and challenging times in Australian commercial aviation history• Led team of 14 people focusing on driving revenue growth and maximising route profitability through market, capacity and resource planning for the total Virgin Australia domestic and international route network • Represented Virgin Australia Group as Board Director for Airport Coordination Australia(slots)Key AchievementsRevenue growth: 63% between FY11 and FY18 ie from $3.3b to $5.4b, supported by yield improvement greater than 10% and passenger growth of 33%Fleet and Network optimisation: right sizing aircraft to markets, introduction of internationally configured dual aisle A330 aircraft to routes between Perth and Melbourne/Sydney/Brisbane; introducing fuel efficient ATR turbo prop aircraft onto regional markets; and redirecting B777 long haul aircraft to focus on new strategic hubs of Los Angeles and Abu Dhabi; redesigned network to appeal to corporate travellers; expanding regional network in mining and resource markets in Western Australia and Queensland; introduction of business class to VABusiness Development: launched new services to Hong Kong and multitude of other new domestic routes Operational performance: implemented schedule redesign to improve operational performance, contributing to VA becoming the leader in On Time Performance in AustraliaStakeholder engagement: negotiated and secured scarce Hong Kong airport slots; developed/nurtured deep relationships with Airline Alliance partners to fill strategic gaps in network to maximise revenue; established deep and constructive external relationships with Airports, Tourism and Govt bodies Show less

• 

  Tigerair Australia

  Aug 2018 - Mar 2020

  General Manager Customer Journey - Tigerair

  • Reported to the CEO Tigerair as we embarked on a significant business transformation programme to improve the airline’s financial and operational performance • Led a brilliant team of over 450 people in customer focused roles across the commercial and operational divisions of the airline including cabin crew, ground crew, operations control, sales, marketing, digital (website), customer relations and compliance • Newly created role designed to create a consistent customer experience from booking to flying and to create a bridge between the operational and commercial divisions to improve cross functional collaboration across the businessKey AchievementsThe following initiatives contributed to a $49.4m per annum (10%) improvement in the airline’s underlying financial performance between FY18 and the first half FY20: • Cost savings - Renegotiation of outsourced ground handling contract to achieve $4m savings pa • Digital - Launch new website-forecast incremental revenue $9m per annum due significant improvement in bounce rate and increase in average spend per transaction; Tigerair’s mobile app rebuilt - achieved outstanding improved app store rating from 1.5 to 4.71 stars (out of 5). • Sales - Renegotiation of partnership arrangements with Online Travel Agents ie Webjet, Sky Scanner, Kayak and Flight Centre, to achieve reduced cost of sale and improved revenue KPIs• Operational performance and reliability - improved on time performance, on track to beat Jetstar on overlapping routes in FY20; reduced cancellation rate from 8% to 2%, in line with industry benchmarks, to deliver cost savings of ~$2m per month• Customer - implementation of monthly customer satisfaction survey-Qualtrics platform to deliver real time results • Organisational redesign – designed and delivered significant restructure within Airports and Marketing/Digital/Sales divisions Show less

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  Royal Flying Doctor Service of Australia

  Jun 2022 - Jun 2023

  Contract Implementation Manager

  - Implementation of a new fuel contract arrangement and coordination of the significant change process across all Sections of the RFDS nationwide.- Conduit between all RFDS Sections and suppliers to ensure a seamless transition to the new arrangements and to support and communicate with all stakeholders.