Vice President Enterprise Delivery Office & Business Transformation Solutions — Commercial
"Leadership is building upon people's strengths, empowering people and allowing people to do what they do best everyday."
Title: Vice President Enterprise Delivery Office & Business Transformation Solutions – Commercial
JOB DESCRIPTION: As a Leader within our Enterprise Delivery Department, Kathleen is responsible for the Enterprise Delivery Office (EDO) and Business Transformation Solutions (BTS) for our Commercial Business area. In this role, she leads the coordination of Southwest's Enterprise-wide delivery plans as well as engagement efforts with our Commercial Customers in shaping their project roadmaps and priorities to ensure quality deliveries and Business value. Kathleen also leads Southwest's One Res programs.
EXPERIENCE: Kathleen joined Southwest in 2004 as a Director in Technology, leading the Enterprise Data Team. She was then promoted to Senior Director over the Rapid Rewards and southwest.com teams in Technology. In April 2007, she moved to the Strategic Planning group as a Senior Director. Most recently, Kathleen served as Vice President Strategy and Change Leadership.
Prior to joining Southwest Airlines, Kathleen worked for Capital One Auto Finance in their technology organization. In addition, Kathleen has more than 20 years of experience in the travel and transportation industry, including various technology positions for both Sabre and American Airlines.
EDUCATION: Kathleen earned her Bachelor of Business Administration in Marketing from the University of North Texas.
LENGTH OF SERVICE AT SOUTHWEST: Started career at Southwest Airlines on April 14, 2004.
FAMILY: Kathleen and her husband, Sean, have two sons; Korbin and Kristopher and a Golden Retriever, Max.
FIRST PAYING JOB: Painting oil derricks in West Texas.
PROUDEST MOMENT: "The birth of both of my sons and every day as I watch them grow."
BEST ADVICE EVER RECEIVED: From my Father: "If you think you can, you will."
BEST ADVICE EVER GIVEN: You can't manage what you don't measure. The critical part is finding a few key metrics that will elicit the desired behaviors.