"William S. "Bill" Ayer" is a former chairman, president, pilot and chief executive officer of Alaska Airlines and Alaska Air Group which is the parent company of Alaska Airlines and its sister carrier Horizon Air.[http://www.alaskasworld.com/newsroom/ASNews/AS-Fact-Sheet_Bill-Ayer.asp Alaska Airlines Company Facts: William S Ayer]

Originally interested in being a physician, he later changed career goals. He is graduate of Stanford University with a bachelor's degree in economics and biology, Ayer earned a master's degree in business administration from the University of Washington. He holds commercial and flight instructor pilot certificates with instrument and multi-engine ratings.

Ayer founded and was president of Air Olympia, a commuter airline serving Washington state. “We operated for two years,” noted Ayer. “We didn’t go broke, but we probably would have if we’d stuck with it.”

[http://www.washington.edu/alumni/columns/sept06/content/view/75/1/ Columns Magazine - The University of Washington Alumni Magazine - Business Class:] He also served as a regional manager for Piper Aircraft Co.

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The steady demand for our product in the face of fare increases indicates that the market currently is less price-sensitive that it has been in the past. It also tells us that we are hitting the mark in delivering customer value.

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The Customer Service Legend Award is a long-standing tradition at Alaska Airlines. Recipients personify everything that has made Alaska Airlines great for nearly 75 years-a unique blend of spirit, resourcefulness, integrity, professionalism and caring.

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This doesn't really change our long-term growth strategy. We'll continue to center around Seattle.

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I want to say unequivocally that safety is our number one priority. Nothing will ever compromise that.

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We're very pleased to report an adjusted net profit for what is seasonally our weakest quarter. Our people are working hard to provide excellent value for our customers and improve efficiency. Add to that a fare environment that allows us to recover a greater portion of our high fuel costs, and we've got a great start to the year.

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This level of investment requires that we continue our transformation and keep delivering on our cost goals and profit objectives. Our employees are a crucial part of that equation, and we need to continue working together to provide optimum value for our customers.

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It's been a very difficult year for the employees that have been affected. But we are now seeing the benefit of these decisions.

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While this investment is substantial, it represents an important step toward ensuring our long-term competitiveness.

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