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Doug was raised in a household that was routinely impacted by the labor-management relationship. His father endured multiple strikes as a union worker and later in life became the president of the local school board. In this role, he bargained with the teachers union over contract changes and at one point endured a strike as a result of failed negotiations. These experiences gave Doug a bipartisan view of the bargaining table and how it affects employees, employers and their families.
Doug attended Southern Illinois University and graduated cum laude with a Bachelor’s degree in Aviation Management and an Associate’s degree in Aviation Flight. After being hired to fly for an airline, Doug decided that he wanted to help shape his work environment and volunteered for various union positions. That experience culminated in being the negotiating chairman during two successful contract negotiations, a corporate bankruptcy, as well as numerous tentative agreements overhauling the company scheduling and training systems, among others.
These experiences throughout Doug’s personal life and career give him the keen ability to offer a balanced view of the labor-management equation, whether in assisting a union on how to accomplish successful ratification of a new agreement or advising corporate leaders on how to achieve the most productive results in their interactions with labor representatives.×
Dave Ryter began serving in union work in 2001 as a local council safety chairman and later as local council chairman. In 2002, he was elected as Vice Chairman of his airline’s union governing board, where he served until September of 2013. From 2007 to 2009, Captain Ryter chaired the Special Representation and Structural Review Committee of his national union and since 2009 he has chaired the National Education Committee, establishing mentoring and professional development programs at universities throughout the United States.
As the Vice Chairman, Dave has provided oversight for safety programs, which included negotiating and implementing a Flight Operations Quality Assurance program, and an Advanced Qualification [training] Program. During his tenure as vice chairman, he was involved in the successful negotiation of 97 letters of understanding and letters of agreement as well as four major contract revisions, three of which ratified by an overwhelming margin and one which was overtaken, re-negotiated, and ultimately ratified while his company operated under chapter 11 protection.
When Dave assumed his role as vice chairman, his airline had a reputation for housing one of the worst management-labor relationships in the industry. Upon leaving his position eleven years later, his airline holds a reputation for one of the most successful and collaborative relationships in the industry and this is substantiated by the successes mentioned in the above paragraph. Dave brings a unique perspective on the labor-management relationship and how to implement a collaborative approach to what is often an adversarial relationship.×
Tony graduated from The College of New Jersey with a Bachelors of Science in Finance. Following college, he attended an aviation academy where he received his flight ratings. Shortly after becoming an airline pilot, he volunteered for his first union position in 2001. In 2004, he was elected to the union’s negotiating committee where he served for five years. He has attended a number of negotiating training sessions to include training on Interest Based Bargaining conducted by the NMB. During his time on the negotiating committee, Tony also was elected as local council chairman. He has helped negotiate two contract amendments, both of which ratified overwhelmingly. In addition to these contract negotiations, he has been involved in the negotiating of dozens of letters of agreement.
In 2009, he was elected Chairman for the governing body of the union at his airline and was re-elected to the same position in 2011. During this time, he participated in negotiating a tentative agreement which resulted in significant savings for the corporation and positioned it for a planned divestiture from the parent. Cost savings were achieved through innovative ideas on how to better business and labor practices. Tony has also participated in his airline’s bankruptcy negotiations which resulted in a tentative agreement that received overwhelming support from the pilot group.
Tony has focused on working with management to find creative solutions. This approach has led to many agreements and has fostered a productive Labor-Management relationship.×