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From Wikipedia, the free encyclopedia

Jeff Smisek
Born
Jeffery Alan Smisek

(1954-08-17) August 17, 1954 (age 69)[1]
Alma materPrinceton University (A.B.)
Harvard Law School (J.D.)
Occupation(s)Chief Executive Officer, United Airlines, (2010–2015)
Chief Executive Officer, Continental Airlines, (2010)
President, Continental Airlines, (2004–2010)
Chief Operating Officer, Continental Airlines, (2008–2010)
PredecessorLarry Kellner (Continental Airlines)
Glenn Tilton (United Airlines)
SuccessorOscar Munoz
SpouseDiana Strassmann[2]

Jeffery Alan "Jeff" Smisek (born August 17, 1954) is an American businessman and investor who currently serves as the president of GOOSE Capital[3] and on the board of directors of Finch Therapeutics.[4][5] Smisek previously worked in the airline industry as the chairman, president, and chief executive officer (CEO) of Continental Airlines and, later, of United Airlines.[6]

YouTube Encyclopedic

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  • Jeff Smisek: CEO's Role in Building Company Culture
  • Inside United Airlines 787 Inaugural Flight, Takeoff and CEO Jeff Smisek's Reaction
  • United Airlines Boeing 787 Inaugural Flight - CEO Jeff Smisek's Speech after Takeoff
  • United's Pre-Flight Welcome Video

Transcription

>> [sound] You know, you can tell George is an old friend of mine, when he can sort of pimp me about on time. Look, I, when I heard about this, when George asked me to come, someone had described this as a lecture and, you know, I think of lectures as something that smart people do and they impart learning, right? So this can't possibly be a lecture. It'll be a talk. The reason for that is I'm in the airline business. I'm an airline executive so by definition I'm not smart alright? >> [laugh] >> And secondly I'm in a business that hasn't earned an adequate return on its invested capital since the Wright Brothers. So I'm a slow learner as well, alright? >> [laugh] >> So what I'll talk to you about is, I'll talk to you a little about the airline business, and then I'll do a small, while I'm doing this, I'll do a small commercial for the new United Airlines because I want all of you to fly us. And I want you to pay, always book at the last minute and pay the highest fare, that's the key. >> [laugh] >> And then I'll talk a little bit, a little bit about, about, leadership as well. Let me start by talking about the airline business. It is an extraordinary business. And I like to say and you're and most of you are, are, are, are, getting your MBAs or your PhDs. You know if you like the business of business, there is no business like the airline business. If you like making money, forget it. It's a tough, tough, business, and it's a tough business because there are a lot of structural problems with the business. It has very low barriers to entry. I like to say any idiot can get an operating certificate. And many do. It has very high barriers to exit. Because everybody who touches us, makes money off of us. Whether it's the air frame manufacturers, or the engine manufacturers, the aircraft lessors, the cities where we operate, whether it's the avionics manufacturers, the folks who service the lavatories, you name it, they make money on us. And as a result, nobody wants us to die. And that's why you see so many airlines that go into bankruptcy, and yet they get reconstituted and they come out. They don't liquidate. They come out the other end. And so you have, you have basically, an open opportunity for new entrance, and a cap on exit. And therefore, you tend to have an overcapacity, which tends to drive down fares, which tends to make us unprofitable. We're also a brutally regulated business, recognizing that the airlines were deregulated in 1978, only nominally. We are the most heavily regulated deregulated business that there is, and some of the regulations make a lot of sense. I mean, certainly the safety regulations make enormous sense. But sometimes industrial organization is mixed in with safety and, consumer protection is mixed in, in regulations in ways that, that are fairly oppressive, for example, you probably know that the air traffic control system in the United States is quite antiquate. It's safe, don't get me wrong, it's safe. But, it's just very, very slow, and it uses the very finest 1950's ground based radar technology that money could buy. And we need to invest in that system, but, but we haven't as a nation, and as a result, it's, it's, it, it, the system has, has very limited throughput in, in, particularly in times of bad weather. That's why you have all of these, all, many, many delays in bad weather days. But if, as a result of our antiquated air traffic control system, our airplanes are stuck on a taxiway for more than three hours, we get fined $27,500 per passenger. Per passenger. Now I'm gonna give you a [???]. We don't charge that much per passenger, right. And, and, and so as a result we have lots of regulations that are very oppressive. On, on, on the air care someone actually recently said why don't you charge for air tickets because fuel's so important to you. Why don't you sell an air ticket, and then, at the last minute, whatever the fuel price is that you're gonna be using, that'll be the cost, and the customer's credit card will be charged that. I mean, it'd be a logical thing to do. Well, the federal government, about a week ago, outlawed that practice before we could even start that practice, even if any of us were. So we're very heavily regulated in the ways that we advertise, the way that we operate. The ways we price our tickets, even though, nominally, we're a deregulated business. And we're also subject to external events that most businesses are not. I mean, last year, last April, there was a volcanic eruption, the name of which I've never been able to name that volcano. Maybe one of you can do it. But it really shut down air travel in Europe and had some fairly material adverse effect on air travel. And who could have thought when you were planning for the year that you would be subject to a volcano or subject to SARS, or subject to any of the number of the external events that affect our industry. And certainly, the price of fuel is, you know, remarkably difficult for us to handle. Because not only is it an important input for us, in fact it is our single highest cost. We spend more on fuel than we do on our people worldwide, our aircraft worldwide or our facilities worldwide, or anything worldwide. And when we, when, when fuel is such an important input price, it's quite high and quite volatile. To give you a concept of how much, I mean George mentioned $25,000 a minute which is a lot of money. Which is why I try to talk really, really fast, right? But if you think about what it is, at, at United Airlines, the new United combined Continental and United Airlines, we, for what we spend on fuel, we could buy a brand new Airbus A380 aircraft. You know what that is, that really big aircraft that spins little regional jets around like tops. You've probably seen that. >> [laugh]. >>We could buy a brand new Airbus A380 a week and throw it away, for the price of what when spend on fuel. And so when you've got that size of an input price, over which you have no control. Now you can do hedging and we do hedge, we do typical hedge, we're using typical financial products to hedge. But the reality is ultimately those hedges burn off and you have to pay the higher price of fuel and you've got to figure out a way to recover that higher cost. And this time around, this bump in fuel in 2011, we're as an industry doing a better job than we were in 2008. In 2008 you know, a lot of your clients got into a lot of trouble with high, very high fuel prices and fuel prices peaked at $172 a barrel for jet fuel. We're paying today about $136 a barrel so it's pretty close to what it, what it had been at its peak. But we've done a much better job of pricing to it. We've had a number of fare increases this year and we're also doing a better job. Obviously as you price your product higher you're going to less demand and we've done a good job reducing our capacity so we don't have too many seats chasing too few butts. But in terms of capital costs, huge capital costs very sophisticated financing which we do for all the capital we do. Technology we have, we're essentially a technology company with wings. It's a very data rich business. A very data rich business and as a result we have a lot of information in which to make a decision but we also have a lot of data and you gotta figure out how to part your way through that data. And I'm sure many of you have been faced with a whole lot of data and trying to figure out what, seeing through this, this, this, this fog of data what actually is very important to you. So it?s, it's without question a difficult business and as George mentioned, it's also heavily unionized business. And that imparts its own set of difficulties. And certainly in a, in a merger like we're doing, we, we did the merger because we were, this is the network business and having the, the largest single network in the world is very valuable. And also there are lots of other assets you get in a merger of the size that we've done for example our loyalty program, our frequent flier program, has more members than there are citizens of France worldwide. And that imparts a lot of value, not only in the loyalty of the customers. But also in our ability to sell miles to third parties, like Chase, the credit card, things like that, is really valuable. But bringing together, bringing together carriers has its own issues. And certainly, the work groups are a very difficult issue. We have work groups that are represented by the same union. We have work groups that are represented by different unions. We have work groups, some of whom who are not unionized that's on the Continental side or unionized on the United side. And you have to bring those together and, and, that's a, that's a, that's a, a long process, but an important process. And you've got to, you?ve got to earn the people's trust over time. I think the most difficult thing in, in bringing two carriers together the size of Continental and United, it really is cultural. Because we are very two different carriers with two different cultures. And, and Professor Parker is, is well, you know, well versed in, in, in the old Continental culture. But that's really important in a service business and, and I want to talk a little bit, a little bit about that as I talk more on the sort of the leadership aspect of this, you know, if you're, if you're trying to get together 87,000 diverse people, as we are in this merged enterprise. You've got to have a vision for them. And that's what I'm paid to do as CEO. But importantly, you've got to have a plan that they understand. And if you'd, if you know, if you don't know where you're going, any road will take you there, right? So you've got to have a plan. And, and, and at the, at the new, combined carrier we're using a plan, that we have used on the Continental side for 16 years. It's a simple one page plan. That is everything that we want to do is on a single piece of paper, or a single iPad page as the case may be. And it's important that people understand that plan, it's important that you, that everybody understands it. And it's most important that you tell people if what they're working on, if they can't trace it back to that plan then they should stop what they're doing and do something else. Because you can, you can distill everything you want in a business, into a marketing plan, and into a financial plan, and into an operating plan, and into a people plan. And what we do at the combined carrier is, we just take the most important things that we're going to be doing for the year, and we put them under each column, for the marketing plan, and for the financial plan, and for the operating plan, and for the people plan, list it out and we make sure people understand what they're working on and why they're working on it. And it's really important to show that and get that out and around the system so that people know where you're going. Because people want to believe in a future but you've got to show them what the future is going to be but them you have to show them how to get to that place. And so having a key a simple clear plan is incredibly valuable for leading change, bringing businesses together leading your troops and going over it over and over and it can get repetitive I understand that but, it's important that everybody understand how they fit in. Because you know, you, you, from, from the perspective of, of, of, of, of, of, you know person on the ramp throwing bags they wonder what, what, part are they, how are they participating in the carrier. How, what are they doing, how are they contributing to the future. And they can do that by understanding what we're doing in the plan. The other, the second thing I'd wanna make, make sure you understand for your own leadership positions going forward from, from what I've learned is the incredible importance is getting really talented people to work with you and work for you as you become leaders yourself. There are people who are insecure and they won?t hire really good people cuz they want to be better than the people reporting to them, they want to know more. My theory has always been, you go out and you find the very best people that you can find and you hire them and you actually try to hire people who are better at your own job than you'll ever be and then leave them alone. I mean a lot of people micromanage and there's nothing more dispiriting to people who work for you, than to micromanage. And, if you, if you've hired the right people and you've given them the tools that they need to do their job effectively then you ought to trust them, and you ought to let them make some mistakes. Now I don't mean mistakes like I mistakenly took some of the company's cash and put it in my bank account. Not that kind of mistake. But, let them, let, let them run with it. And don't micromanage them, and you know, what you'll find is 99 times out of a 100 they'll do the right thing. They'll be really good. And the one time out of a 100 you may have to sit down and give 'em a little counseling. But it's really important to hire the very, very best people and then make sure they've got the tools for the job and then let them run with it. Because if you're constantly, you know, if you're constantly in their underwear, I'll tell you, it makes their lives miserable, and you'll drive good people off. Whereas if you give them lots of response, and let them run with it. Now, it's important that you not get sandbagged. I mean, what I tell my own direct reports is, you go run with the business, and you go do what's right, but keep me informed. I don't ever want to discover something material, you know, at a board meeting. It'd be nice for you to tell me in advance. So make sure you don't sandbag me. But it's important to get those people, and let'em run. Now, that's not to say, as leaders, you can't get intimately involved in portions of the business. And I would encourage you to do that as well. I mean I reserve the right as CEO to go do, kind of, you know, poke my nose in whatever I want to, from a business perspective. But it's, and it's important to know that, cuz there are leaders who are at, you know, 40,000 feet all the time. They're sort of the, what I would call the business round table leaders. You know, the talking heads on TV, the people who make broad, generic statements, but don't actually know what's going on in their business. And you can get isolated really quickly as you rise up through the ranks. Now I've got, for example, I've got 8 SIDA cards - Security Ident, Identification Display of Area cards. Those are the things you use to go airside. And I had to go, by the way, watch 8 separate Spot the Terrorist videos to get this thing, which was really an unpleasant experience to have to go through to get these badges. But I will tell you, it's really valid, because I can go airside. I can go and just walk in any break room, and I do that alone, without an entourage. And it's really valuable, because you get to know people over time. And, and make sure you're also mixing with the folks you're working with. I mean, on every airplane I go up on the flight deck before the airplane takes off I talk to the pilots. The reason I do that before the airplane takes off is if I do it in flight they lock the door and they won?t let me out. And they have lots and lots of questions. I like to answer their questions but there's a limit to, to, to, to what I can do right? >> [laugh] >>And, and again, and then, I work all the galleys. And I talk to all the flight attendants, and I go in the break room. So over the years at Continental, I know thousands, and thousands, and thousands of people. And that's really valuable as a manager because that way the people who report to you can't bull shit you. I mean, they can tell you things but you can go 1 or 2 or 3 levels deep and get the real information. And the fact is, the people who now, who now work for me know I can do that. So they don't bullshit be cuz they know I can, I can dig in the organization. And that's, that's, that's really valuable. But I think the most important thing that you can, that you can bring as leaders in the future to your own enterprises, whether they're for profit or non profit, is, is the culture of the business. I'm a huge believer that culture matters in a business, now I'm in a service business where, where it's sort of obvious that cultures important. And we have different cultures at these two airlines that I' m trying to bring together, a culture, and it's even more difficult because, because this particular transaction that we did, United Continental, was a merger of equals. Where we didn't acquire, we at Continental didn't acquire United and United didn't acquire Continental. We're trying to bring together the best of both but we're trying to bring together the best of both cultures. And, and, and you know, I sort of, I've always lived my life by two rules that my sort of mommy taught me. Which, which is, treat other people, like you'd like to be treated. And, never tell a lie. That's really simple and you can be successful doing that. And at the airline treating each other like you'd like to be treated is what we call dignity and respect, treating each other and treating our customers with dignity and respect. That means being honest with people that means, that means thanking people. And I'll tell you many people, again, as you progress in your career you have folks working for you, you, you thank people with financial incentives and you structure them appropriately and that's why we're all in business because, you know, you do want to get paid in business. But, even more importantly, often than the financial incentives, even more important than that are the personal thank yous. I mean, and I don't mean the, I don't mean superficial. I mean having people who've done a really good job and go, taken the trouble to go to their office or go to their cube and thank them personally. [cough] I mean it makes a huge difference to them. And I would encourage you as well to always remember that's there's so many people who work really hard and work all through the night to make you look good. And you need to make sure you're thanking those folks as you go through your career. And build up those relationships, because it's incredibly important. But treating your coworkers with respect, treating your customers with respect is incredibly important. And also being open, direct and open and honest. It?s always better to tell the truth. If you make a mistake, get up to it quickly and it can be fixed. There's some mistakes that can be fixed, most mistakes can be fixed. But being open and honest in my business that means not only being direct and open with my co-workers, but also with customers. So if there's a problem, there's a delay, say what the delay is, tell people why there's a delay, and if you don't know why the aircraft's delayed, then say, I don't know, but I'll figure it out. And explain what's going on to people. People much prefer that, than, than silence or the runaround. And it also means when I go out and talk to co-workers. I do, I do CEO exchanges, something similar to this actually, where I speak for a few minutes. And then, I open up for a half-hour of questions of, of my co-workers. And they've learned over the years, on the Continental side, and the United folks are learning. They can get up on the microphone and they can ask me any question they want. And I'll give them a direct, and open, and honest answer. Now, sometimes that means telling them something they don't wanna hear. I don't always agree with them, but it's not, when someone comes to you with an idea that you know you'll never do, it' s not patting them on the shoulder and saying you know, great idea, I'll consider it. It's saying no. We won?t do that and here's the reason why, or when someone stands up and, and makes a, a, a, you know, a group of, of folks from the union step, and make a demand for a contract that you know will not be, in knowing the long run interest of, of interest of, of the company but harmful to the rest of the co workers, you'll explain that you'll never do that. And use the word never. It's a tough word but it's a true word. That is you would never do a contract that would jeopardize the future of the company or jeopardize the future of the coworkers. And people sometimes don't want to hear the tough message. But it's important to give that tough message. You can give it politefully, politely. And you can do it respectfully. But it's important. Because when you do that, when you've got, when you've got a culture that's built around, people treating each other with dignity and respect in direct and open honest communication. What you build is, is a company where people enjoy coming to work every day. They trust each other, and they, they learn, and, and management needs to do this, earn their trust, but they also learn to trust management. And even in a unionized workforce, you can build a relationship with a unionized workforce where the workforce thinks of themselves as employees of the enterprise first and union members second. If you have it flipped where its union first and enterprise second, that's the path to ruin. And you can build that culture where people enjoy coming to work, they trust each other, they trust management, they're proud of what they do, and they deliver tremendous service as a result. I'm sure many of you have worked over the years for various enterprises. And if you think of places you've worked where you're really proud to work there, or you were proud of the product, proud of the brand, you'll do a better job. There's an old saying in the airline business, you know how much faster you can fix an airplane if you want to, right? I mean it's true. And you can, you can get so much more out of people if they, if they're proud of where they're working, and they see the future, and they're rewarded for it. And it can be any of number of things. At, at, at, at United, we have perfect attendance programs, by working, if people have six months of perfect attendance, we put their name in a, in a, in a revolving drum, and we, and we pull out every six months, we pull out a name from that work group. And the winner gets a brand-new car with all the taxes paid, and the gross up on the taxes, and everything else. So they actually get a new car We have an on time bonus program, where if our, if our aircraft are 80% or more on time despite what Mr. Parker said, we are an on time airline. Domestically or internationally, we, or both we pay a bonus for that. We, you know, we have for profit sharing program, so when we make a profit, when our co-workers work together and deliver the profit, we share the profit. That's what makes a great workplace, and that's what ultimately makes a great company. So I would encourage all of you in your future, in your leadership positions as well. Really, I've had, a lot of people ask me this all the time, you know, cuz I've had a really checkered career. I mean, I've done a lot of different things in my life. And, I never thought I would be in the airline business, and I sure as heck didn't think I would be running the world's largest airline. But, what I've told people is, follow your passion. Don't go into investment banking because that's cool and everybody's doing it. And don't go into consulting because it's cool and everybody's doing it. Go follow what you want to do. If you've got a passion for investment banking, go for it. If you've got a passion for consulting, go for it. If you've got a passion for, for working in the high tech sector, go for it. But go for your passion, because money is important, there's no question about it, but beyond a certain amount, what matters is really enjoying coming to work. And being proud of what you do. And, and believing in the company and believing in the future of the company. And I'll tell you, I've had jobs where I was unhappy and it' s a lot more fun being in a, in a job where you really enjoy what you're doing and you enjoy the people you work with, and you're proud of what you're doing, and you want to continue to improve the business. It's more, it's more personally successful. So follow your passion, ignore the herd. And be yourself, you know, a lot of people think of, you know, business people being sort of stuffed suits, but the reality is, the best thing you could do, and the way you can advance your own career, and the way you can be most satisfied is simply be yourself. I like to joke if you're an obnoxious liar you're probably not going to make it in business. Not that kind of be yourself but, but, follow your passion and be yourself and, and I think, certainly with he background of Stanford business school, you'll be incredibly successful. So, I'm going to stop right there and start, and, and, and start taking questions, but I, I wanna end by thank you very much. I'm honored to come here, I'm certainly honored to a to be in this spectacular, look at that, people way in the back, hi there in this, in this spectacular auditorium, in the beginning of, of, of this, a brand new night business school, and I want to thank Professor Parker for, for inviting me. Thanks a lot. [sound]

Early life and education

Smisek was born in 1954.[1] His father, Raymond, was a World War II bomber pilot.[7] His mother, Betty, was a big-band singer with the USO.[7] Smisek grew up on military bases around the United States and Europe until his parents permanently moved to San Antonio in 1963.[8] Smisek graduated summa cum laude with an A.B. in economics from Princeton University in 1976 after completing a 74-page long senior thesis titled "Zoning and Non-Zoning in the Urban Property Market: An Empirical Study of Princeton, New Jersey."[9] He received a J.D. magna cum laude from Harvard Law School in 1982.[10][11]

Career

Smisek started his career as a banker for Morgan Guaranty Trust Company of New York, now JP Morgan.[6] Prior to his twenty years in the airline business, Smisek was a partner at Vinson & Elkins LLP.[6] Smisek spent the bulk of his career in leadership positions at Continental Airlines (1995-2010) and United Airlines (2010-2015).

Continental Airlines

In 1995 Continental's then-CEO Gordon Bethune persuaded Smisek to leave Vinson & Elkins to join Continental as General Counsel and help reverse the ailing airline's fortunes. Smisek became one of the chief architects of Continental's dramatic turnaround. Bethune once told USA Today that Smisek was the airline's savior. “It’s not like in the movies when some guy saves an airplane from spinning to Earth...But he engineered the salvation of our company.”[12] In 2004, Smisek became president and was elected to Continental's board of directors. He became chief operating officer in September 2008 and CEO in January 2010.[7][13]

United Airlines

As a wave of consolidation hit the airline industry in 2008, Smisek led negotiations to merge Continental with United Airlines.[7] The two airlines merged in October 2010, keeping the United name, and Smisek became president, CEO and, eventually, chairman of the board. Smisek oversaw the complex merger, which sought to combine route networks, negotiate new contracts with its employee groups, and merge and update disparate IT systems.[14] From 2010 to 2015, Smisek tripled the value of United's stock.[15][16] Difficulties stemming from the merger of United and Continental led to initial complaints over customer service, employee satisfaction, and problems with the integration of Continental. However, by late 2014 Smisek had regained the trust of Wall Street analysts after a strategy of cost cuts, share buybacks and conservative expansion of capacities.[17] Smisek resigned from United on September 8, 2015, following accusations that the airline had attempted to influence officials at the Port Authority of New York and New Jersey.[18] Smisek was never charged with wrongdoing[19] and instead Port Authority Chairman David Samson was convicted of a felony for impeding an airport project to coerce United Airlines to fly to an airport in South Carolina, near a home that he owned.[20] Smisek left United Airlines with a severance payment worth $28.8 million.[21]

Finch Therapeutics

In February 2017, Smisek led the $5.6 million Series A financing of Finch Therapeutics,[4] a clinical-stage microbiome therapeutics company.[22]

GOOSE Capital

In January 2021, GOOSE Capital—an investment firm composed of former Fortune 500 executives, industry leaders, and serial entrepreneurs—selected Smisek to serve as its president.[6]

Awards and honors

Smisek was named Aviation Week's Person of the Year for 2010.[23]

Personal life

Smisek is married to Diana Strassmann, an American economist, and has two children.[13]

References

  1. ^ a b "Jeffery Alan Smisek". Marquis Who's Who. Retrieved January 20, 2015. (requires purchase for access).
  2. ^ Gregory, Karp (October 31, 2011). "United Continental's CEO has a daunting challenge before him". Chicago Tribune. Retrieved October 31, 2011.
  3. ^ "Jeff Smisek - President, GOOSE Capital". GOOSE Capital. Retrieved February 6, 2021.
  4. ^ a b "Finch Therapeutics Announces Strategic Collaboration with OpenBiome to Develop Microbiome Therapies for FDA Approval". www.businesswire.com. February 23, 2017. Retrieved January 13, 2019.
  5. ^ "SEC FORM D". www.sec.gov. Retrieved January 13, 2019.
  6. ^ a b c d "Goose Capital, Inc. Appoints New Leadership". EIN Presswire. January 4, 2021. Retrieved February 6, 2021.
  7. ^ a b c d Johnsson, Julie (October 3, 2010). "United Airlines' new CEO has lofty goals and quite a reputation". Los Angeles Times. ISSN 0458-3035. Retrieved January 13, 2019.
  8. ^ "Obituary - Betty D. (Willoughby) Smisek". Legacy.com.
  9. ^ Smisek, Jeffrey Alan (1976). "Zoning and Non-Zoning in the Urban Property Market: An Empirical Study of Princeton, New Jersey". {{cite journal}}: Cite journal requires |journal= (help)
  10. ^ reporter, Gregory Karp, Chicago Tribune. "Executive profile: Jeff Smisek". chicagotribune.com. Retrieved January 13, 2019.{{cite web}}: CS1 maint: multiple names: authors list (link)
  11. ^ "United Continental Holdings, Inc. - Investor Relations - Biography". archive.is. December 9, 2014. Archived from the original on December 9, 2014. Retrieved January 13, 2019.
  12. ^ "Everything to Know About United's Departing CEO". Fortune. Retrieved January 13, 2019.
  13. ^ a b Jeff Smisek Biography, United Continental Holdings, Inc. website.
  14. ^ Karp, Gregory. "Jeff Smisek's turbulent tenure at United". chicagotribune.com. Retrieved January 13, 2019.
  15. ^ "Stock Chart". United Continental Holdings, Inc. Retrieved January 13, 2019.
  16. ^ Josephs, Leslie (April 12, 2017). "If United is so hopeless, why has its stock tripled in the past five years?". Quartz. Retrieved January 13, 2019.
  17. ^ Cahill, Joe (November 22, 2014). "United's Smisek back in analysts' good graces". Crain's Chicago Business.
  18. ^ Mouawad, Jad (September 8, 2015). "United C.E.O. Is Out Amid Inquiry at Port Authority". New York Times. Retrieved September 8, 2015.
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  23. ^ Aviation Week (January 3, 2011). "Aviation Week Names United Continental CEO Jeff Smisek Person of the Year", press release via PR Newswire.
Business positions
Preceded by CEO of United Airlines
2010 – 2015
Succeeded by
Preceded by CEO of Continental Airlines
2010 – 2012
Position abolished; merged with United Airlines
This page was last edited on 4 September 2023, at 17:11
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