Oscar Munoz Quotes
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I'm told by our internal surveys that we take of customers - by customers themselves directly and by a very large group of our employees - that there's a new spirit at United.
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I am thrilled to return full time to a job and the employees I love.
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If you feel anything weird, immediately call 911 and give them your address because you may not make it past the phone call.
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When LeBron James shows up at your doorstep, you're going to let him practice with your team if not join the team.
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We are market based and have to differentiate our product in many ways; pricing isn't the only one.
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It is about the entire experience. It's not just a new seat. It's not just new meals. It's not just better wines.
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I deeply apologize to the customer forcibly removed and to all the customers aboard. No one should ever be mistreated this way. I want you to know that we take full responsibility, and we will work to make it right. It's never too late to do the right thing.
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Our progress isn't just limited to the operation. Financially, we have been performing well. United's 2015 earnings were one of the best in the company's history, and we made significant progress shrinking the margin gap with our closest competitors, strengthening our balance sheet, and returning significant cash to shareholders.
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I represent the interests of almost 90,000 human beings in our system. That's by far my first and foremost commitment.
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We are dedicated to setting the standard for customer service among U.S. airlines, as we elevate the experience our customers have with us from booking to baggage claim.
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I feel terrific - my mind, my energy, my focus continues to be what it always has been, and I have a renewed sense of purpose.
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Our parents taught us to work hard and never forget our family roots, where we came from, and how much effort it took to get to where we are today.
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We are committed to re-earning your trust.
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We will not only be more flexible when it comes to price, we'll also be more efficient operationally by forgoing pre-assigned seating, priority boarding, upgrading the option for last-minute changes.
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Let's be honest: the implementation of the United and Continental merger has been rocky for customers and employees.
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United spent $1.2 billion repurchasing shares in 2015 and plans to spend $1.5 billion on share repurchases in the first quarter of 2016. We have a lot of positive momentum, but this is just the beginning.
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We set out to reinvent the whole business class experience. We went back to re-engineer everything we had thought about and made sleep a priority.
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The level of improvement has been great across the industry, and we have improved along with everyone.
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There are no more holes in my management lineup.
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We had taken the cups for coffee out of the building as a cost-saving measure, but left the coffee. Somebody thought it was symbolic to do this.
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We have to realize we have millions of human beings traveling on our equipment.
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As board members, we only meet infrequently and are not as engaged with the front line, necessarily. The first thing I did as CEO was I left this board room.
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I think we have a thriving economic engine between not only the U.S. and Mexico but the U.S. and many, many other countries.