In 1979, Rich sat on the labor integration committee that merged a union and non-union workforce into a single non-union group of fleet service employees forging the way for longer term labor relations achievements well into the future.
In 1982, he reorganized and consolidated one of his Company's larger station's ramp and contract operations through facility, staffing, GSE utilization and contract renegotiations that resulted in a 35% increase in profit margins.
In 1983, he was a major component of his Company's reorganization efforts at their largest hub.
In 1986, as director airport planning, designed, implemented and personally directed the integration project that brought three major airlines' operations together at one of their largest hubs.
In 1990, as station director, oversaw the integration of three major airlines operations, sales departments and labor forces at one of their largest non-hub stations.
In 1992, lead a team of headquarters and station management that developed the operating plan for the Company's new, low-cost carrier and subsequently became director of the LCC hub.
In 1996, as managing director of cargo, he was a key member of the turnaround team that took his Company's Cargo Division from worst to first in almost every measurable performance measurement category.
