Can I find 10 on short notice??? Maybe not, but let's try.

1. He chopped the DC8 freighter fleet when it was obvious that contrary to popular belief the Cargo department was not making money due to high cost aircraft and a pilots contract that had too much dead-heading involved.

2. He brought the 747-400 Combi's out of the desert. The lease was $2 million a month and at least by operating them the company only lost $1 million a month.

3. He had instituted a true cost accounting for the airline. Then told the marketing people to look at Revenue, Cost, Profit and Potential for the future instead of load factors and market share.

4. He turned YYZ into a true HUB and is on the way to some day making YVR a Hub also.

5. He put in MORE J/c seats to take advantage of the demand that was there through out the 1990's.

6. He took out a lot of those same seats on the domestic and transborder market when the high yield market went sour.

7. He finally started Zip and Tango to show that all economy flights without meals/J-cabins/ and free movies could make it in the Air Canada system. Changing an A320 from 108 economy seats to 159 reduced the seat costs to 66% of what they had been.

8. He told the airline to go out and get more "slots" in Heathrow to expand the Trans-Atlantic market [from two to as high as 6 YYZ-LHR a day] when the rest of the airline had given up.

9. Put the airline on a "Network" footing and had people now thinking about Revenues/Costs/Profits based on network contribution and not just flight or leg profitability.

10. ?????