Читать книгу Blue Skies - Робин Карр, Robyn Carr, Robyn Carr - Страница 5

The commercial airline industry is close to my heart. My husband has spent over twenty years as a pilot and executive in the business. He is now with his fourth airline—and two of them were start-ups. It is a business so competitive and unpredictable that it takes very special, very courageous people to get an airline off the ground and keep it flying.

The people in this edgy, exciting industry are nothing short of awesome. They can vie for each other’s passengers with cutthroat enthusiasm, but when there’s an emergency or disaster, this is an industry that becomes a small town in which everyone helps everyone else. You can count on airline people.

Needless to say, I have had the privilege to know the brightest and the best in the industry—my friends for life—so everything I needed to know to set a story against the backdrop of this fabulous industry was at my fingertips. I’ve taken a few liberties with minor details for the sake of storytelling, and the characters are all entirely fictional, but hopefully this world of a start-up airline rings true enough.

There is one gentleman I’d like to tell you about. Michael J. Conway, president and CEO of the former National Airlines, and before that America West Airlines, is one of the most remarkable leaders I have known. I watched him take money out of his own wallet to give to a ramp worker who was waiting for a paycheck before buying his required steel-toed boots. “Buy them now,” Conway said. He encouraged a vice president to send his secretary home to take care of her desperately handicapped baby and paid her salary for whatever work she could manage at home. Mike Conway pulled strings to send a flight attendant to spend twenty-four hours with her soldier husband in Kuwait during Desert Storm, arranged free passage for veterans to Washington, D.C., for Memorial Day remembrances and was the creator of the policy of sick leave that went like this: You’re sick? We’ll pay you till you’re well, no matter how long it takes.

But the events of 9/11, unsurprisingly, brought out his best. National Airlines, once profitable and successful, had been feeling the strain of a troubled economy and rising fuel prices. Dealing with a country terrified to fly, Mike Conway put the seats on sale for $1.00 one day a week for a month. Getting the country back in the air was the most important thing, because it was the right thing to do. He was not discouraged, nor did he change his plans when the chairmen of other commercial airlines refused to participate. And on every single one of those flights—full flights—Mike Conway and all of his corporate officers flew along, one on every flight, and thanked the people for being there, for supporting the commercial aviation industry and the United States.