Bob Walters

Experience

• 

  Allegheny Airlines

  Aug 1968 - Apr 1980

  2/75 thru 4/80 Customer Service Agent – DCA National Airport. PSR/Open Time Agent/CTO/SATO offices/ATO/Operations/Cargo/Consumer Affairs Representative – DCA 8/68 thru 2/75 August 15, 1968 thru February 1975 – CSA in LEX

  • Customer Service Agent - DCA

    Feb 1975 - Apr 1980

  • Customer Service Agent - LEX

    Aug 1968 - Feb 1975
• 

  US Airways

  Apr 1981 - Aug 2009

  5/1/2007 to 8/31/2009 Station Manager – San Antonio, Texas – SATUS Airways began a new initiative to out-source the Ticket Counter, Baggage Service, Operations, and Ramp activities to include Air Cargo services. This effort was to be the only city on the US Airways System where above and below wing operations were performed totally by non-US Airways employees. In selling this idea to the US Airways Board of Directors, US reached out to me for the experience and professionalism demonstrated in past successful and unique destinations where grass roots initiatives were created. Today Delta Global Services employees are meeting and in some cases exceeding the performance dimension measurements for this size station. Show less 09/10/2005 to 5/1/2007: Station Manager – New Orleans, Louisiana – MSYImmediately following the devastation of the City of New Orleans, LA, by Hurricane Katrina and the broken levy wall, I was asked to travel to that City and provide oversight responsibilities as the Station Manager for the construction and restoration of US Airways’ Operations at New Orleans Louis Armstrong Int’l Airport – MSY. Priority considerations were focused on the remnant of US employees required for the 8 launch flights; Managing the dissemination of furloughed employee letters; conducting meetings with Union Leaders of the IAM and CWA Unions representing the employees at US there in MSY; reconstruction of the ATO, Gate, Operations and the Baggage Service Office, to incorporate the US Airways East and West Operations. Show less 12/1999 to 09/2005: Station Manager – Houston, Texas - IAHDirect responsibility for all Houston operations, including managing four separate Labor groups, (CWA, FSA, and Maintenance & Utility), Air Cargo vendors, and coordinating Sales and Marketing efforts with the local Sales Account Manager and the DSM located in DFW. Responsible for coordinating airport construction efforts which called for planning towards a total relocation of US Airways’ ATO/Gate and Aircraft Maintenance into new facilities. This was accomplished through the willing cooperation of 12 supervisors, 63 Team members and on average, 25000 traveling customers monthly. I developed a plan for covertly introducing Federal Air Marshals to US flight crews. Additionally, Country Manager oversight responsibilities for Mexico still existed until September 30, 2002. Until that time, as the International GSC responsible for related passenger security in two countries, a close working relationship with the FAA in DFW and the D.G.A.C. in Mexico was maintained in a seamless successful effort. Show less 11/95 thru 1/01: Station Manager – Cancun, Q. Roo, Mexico – CUNOpened Station and developed each function of station activity to a maximum, within budget constraints, and with emphasis on customer service and safety. In order to create and maintain a high level of customer service, outsourced Ogden employees (station agents) were encouraged to reach for a level of excellence that included new goals in SK-0, PAWOB performance, and a customer satisfaction that is carried on today. I mentored the new station manager and equipped him with my personal home computer wherein I had Lotus Notes Application installed. Because mainframe applications were slow in coming to CUN, the station manager now had access to important corporate data from his home on this computer. I further encouraged the station manager to get involved with local businesses and civic leaders and counseled him closely on a course of sustained loyalty to US Airways. From the security side, I established a quick rapport with the Mexican D.G.A.C. and conducted quality assurance follow-up inspections with the FAA security personnel from the FAA office in Dallas, TX. Show less 9/97 to 12/99: Station Manager – Harrisburg, Pennsylvania – MDTAs the Station Manager of Harrisburg, a unique opportunity to work side by side with the Allegheny Express group presented itself as a rare peek into the Express world of aviation. My responsibilities as the Station Manager continued to be that as it did in other cities, however, now I was sharing the station with a corporate sister airline! Still, I was the customer advocate, which required an introduction of this philosophy into the station culture. In maximizing an overall operational performance, I established a Team Harrisburg mindset that caught on and elevated MDT to a consistent top 10 ranking on the monthly Score Card tabulations. In any employee environment it is easily recognizable to spot deficiencies that place a drag on performance. Having detected this I developed MDT employees to their fullest potential by providing the employees with frequent positive and corrective feedback. Then I maintained an optimum employee moral by proper and consistent application of disciplinary action and commendatory measures. Next, I developed all functions of the station activity within budget constraints and with an emphasis on customer service and safety. This also included providing adequate safeguards for station funds and company property. In Harrisburg I became acquainted with local business and civic leaders and participated in the local Rotary Club, the Skal Club of Harrisburg, and The Aviation Community (SARAH). Additionally, I became close acquaintances with then Governor Tom Ridge, and have maintained that relationship over the years. Show less 4/80 thru 9/97: Station Manager – San Antonio, Texas - SAT I opened SAT in this 70% Spanish speaking and International destination and developed each function of station activity to a maximum, within the established budget, and with emphasis on safety standards. With a focus on maintaining a high level of customer service, a collective energy created a sterling record of on-time performance, efficient ticket counter operation, baggage and cargo handling. This all was conducted through maintaining an optimum level of employee moral by proper and consistent discipline or commendation, along with administering locally the various employee benefits. Further I coordinated with the DSM to promote harmonious relationships with the other airlines in SAT to develop the full potential of interline revenue. As an advocate of US Airways, I represented the Company as the Regional Director of the Family Liaison Group in coordinating support to the burn victim sent to the SAT military Burn Unit. Additionally, I was active with the Municipal and Federal Agencies to include memberships in the San Antonio Chamber of Commerce’s Aviation Committee, The rotary Club of San Antonio, The Skal Club of San Antonio and a leader in the local church. Further, I was active in FAA Crises (hijack) Management Seminars, Civil Aviation Security, Special Interest Seminar, and annual tabletop exercises. While the Station Manager in San Antonio, I was asked to open San Juan, Puerto Rico. I had direct responsibilities for the opening of SJU, to include oversight of the construction, hiring of local agents, and the establishment of an infrastructure for USAir to begin operations. This was done through a coordinated effort with local attorneys, business leaders, and vendor management personnel. As the cruise line business was so connected to the aviation industry in San Juan, I designed and established USAir’s Port Baggage check-in policy that had a significant positive impact on that business Show less 6/94 thru 6/95 Station Manager – Mexico City, Mexico D.F. - MEX On July 28, 1993, the Board of Directors for then USAir established a Corporate Branch in Mexico. In this meeting I was selected as USAir’s Country Manager for Mexico and further designated as the General Director and President of the local administration board of the Mexico Branch (see attached certificate of authenticity). An amendment has since been updated and approved to include the word US Airways.Initially I was to go to Mexico City to take on the responsibilities as the station Manager for USAir and British Airways’ joint operation. However, USAir’s HR existing policies at that time didn’t address expatriation. Therefore, it was decided I would run the MEX operation from SAT as the Country Manager for Mexico. While in MEX, I traveled to alternate landing cities (VER, ACA, TAM, GDL) establishing a base for diversionary flights. The USAir/British Airways joint ground operation jelled through continuous training and a collective can-do spirit.USAir's Country Manager for Mexico designated as the General Director and president of the local administration board of the Mexico Branch. USAir, Inc. Resolution Adopted at Meeting of the Board of Directors in July 1993.NOW THEREFORE, BE IT RESOLVED, that Robert Walters, USAir's Country Manager for Mexico, shall be designated as the General Director and President of the local administration board of the Mexico Branch; and......... Show less 4/81 thru 5/86 Station Manager – Austin, Texas - AUSOpened the station and coordinated an operating budget and operational station activities from SAT. For the period of time from 4/81 until 5/86, I was responsible as the station manager for both AUS and SAT. Initially, as there were no USAir employees in AUS, all activities were managed through coordination with vendor employees and vendor management. As is the case in all operations, office management duties include tabulating data and analysis for weekly operations, market updates, as well as critical flight operations performances and passenger flows. Standard Airport and Operations related invoicing; Vendor payments and payroll issues were all processed using standard departmental practices. Problems occurring with on-time performance, ticket counter transactions, baggage related service failures were all actively resolved through and with the help of vendor management. Show less

  • Station Manager - SAT

    May 2007 - Aug 2009

  • Station Manager - MSY

    Sept 2005 - May 2007

  • Station Manager - IAH

    Dec 1999 - Sept 2005

  • Station Manager - CUN

    Nov 1995 - Jan 2001

  • Station Manager - MDT

    Sept 1997 - Dec 1999

  • Station Manager - SAT

    May 1980 - Sept 1997

  • Station Manager - MEX

    Jun 1994 - Jun 1995

  • Station Manager - AUS

    Apr 1981 - May 1986
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  Piedmont Airlines

  Sept 2009 - May 2013

  Station Manager - San Antonio, TX - SAT

  Essential Duties:Provide support to Director Level oversight in leading airport operations to attain the best possible customer service. Lead the Customer Service Agents to sustain exceptional operational performance and optimal customer service. Prevent fraud and offer transparency by reconciling daily sales reports. •Provide Outstanding Operational Support: Ensure operational support by collaborating with upper management to provide maximum operational performance while minimizing customer impact. •Build and Maintain Excellent Customer Service Team: Assemble an exceptional team of employees by conducting interviews for team member staffing. Ensure adequate staffing levels in all areas relating to daily flight schedule and adjust during irregular operations. Create a work culture that rewards teamwork and cooperation. Align team goals with those of the organization. •Sustain Optimal Customer Service: Provide exceptional customer service in a respectful manner by managing teams, processes, and polices while ensuring a safe and timely operation. •Maintain Exceptional Accounting Accuracy: Provide precise accounting by verifying daily agent transaction reports to ensure 100% accuracy and offer transparency to treasury. Functional Competencies •Team Member Development: Encourage team member cooperation through briefings and leading by example. Document reviews of team member performance and respond to team members’ professional and personal issues. Offer development opportunities for staff to encourage upward movement of talent. •Training: Ability to lead and guide others to develop new skills or knowledge that will enhance their work. Ability to design, develop, and/or deliver training programs. •Decision Modeling: Must be able to use strategic and critical approaches to decision-making. Must objectively consider issues, identify alternatives, and choose and implement solutions approaches in order to deliver services and provide value. Show less

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  Spirit Airlines

  May 2013 - now

  General Manager Airport Services - IAH

  The primary responsibility of a General Manager, as I understand it, is to develop each function of station activity to a maximum, within the given budget, with emphasis on safety standards. The G/M is called to maintain a high level of customer service, which includes but is not limited to on-time performance and efficient ticket counter operation, baggage and customer care processing of this very valuable and highly prized guest!A G/M should become acquainted with local business, political and civic leaders and participate in certain organizations. Specific responsibilities:1. Develop employee skills through training programs, both in classroom and on-the-job with personal guidance and review of employee's progress, and/or assisted by the Departmental Training Department; in this case as headed by Team Pat McKee and moderator Bobby Reynolds.2. Be familiar with and adherence to government regulations (FAR's and CFR's) and company policies, as directed by the company. Place emphasis on adherence to safety regulations. In addition, be familiar with state and local laws affecting any phase of station activity.3. Maintain up-to-date emergency preparedness including telephone lists and review records.The list goes on, but I think you get a sampling of those duties as called upon to perform. I work at the pleasure of Spirit Airlines and as such I am a man under authority. Where I am unable to respond favorably to Spirit's traveling customers, please understand this will only occur at such times wherein local empowerments are not authorized; for those times please accept my heartfelt apologies! Show less