I guess I imagined the thousands of people laid off between 2001 and 2003 who never came back to AA, including several people who used to report directly to me. My department used to have eight or nine analysts. Today, it's down to five.
My wife (who I still report to) had her job eliminated in one of the countless re-org's that HDQ went thru, and there are still entire sections of HDQ that are empty, despite having consolidated from four buildings down to just two.
I guess I also imagined all the aircraft retirements and deferred deliveries...
Stick to "chicken or beef" because math ain't your strong suit.
Load factors for Nov and Dec 2001 were about 65%, which isn't great, but it's still two out of every three seats occupied.
Average LF for both 2002 and 2003 was around 70%. Summer loads for both 2002 and 2003 exceeded 75%.
Yields sucked, but there was certainly no shortage of customers to fill seats.
I don't know what your job function is at AA, but it apparently can be x'ed out of the system with little loss to AA. You never seem to be up on any changes we are doing ahead of time and you also seem to be far removed from the reality on the ramp and the airplanes themselves.
I worked a full schedule with overtime starting immediately after the airports opened on 9/11 and the only time the planes were full was when we brought people home from the countries they got stuck in when the U.S. shut down.
We may have laid off a few people after 9/11 but we certainly didn't lay off the amount we should have (during the time we should have) and we certainly didn't cut any onboard waste until way after the s*it had already hit, and overloaded, the proverbial fan.
If you are an example of management know how and knowledge then you need to go and work for Hawaiian, and run them out of business, with Lennie.
In the meantime I'll just stick to chicken and beef while you take care of "important" matters.