I am a local guy. Most of the pilots that fly in the major leagues of flying came out of the military. I took the road a little less traveled. I learned how to fly right here at the Norfolk airport in the '80s at Piedmont Aviation. I just worked my way up from two-seaters. Flew commuter airlines for a while - building my resume. After several stops, I attracted Southwest's interest, and began class on Aug. 16, 2001, to coincide with its arrival in Norfolk.
I grew up in the flight path of Oceana, and that was the Vietnam War era. The F-4s and the A-6s were really rattling the window panes back then. I would be outside in my yard and airplanes would be flying over and making all kinds of noise. I said, "I'd like to try that." But my vision wasn't acceptable to the military and that was before they had vision correction surgery. So flying in the military was never an option for me.
I probably spent, to gain all the licenses that I needed, about $15,000. My first job was as a flight instructor right here at Norfolk airport - teaching people how to fly small aircraft. From there, I built up into more complex aircraft. You get your resume to a point where now maybe you are hirable by a small airline - a commuter airline - and you go there and start as a co-pilot, and progress and become a captain. You're logging hours in the meantime, which is what the major airlines are really looking for. And making judgments. And leading. More than anything, it's really about leadership.
I used to be the exception going through this career route because back in the day there were not jobs available for civilian pilots to fly in command of jets. The big airlines are looking for you to have some jet experience. Now with the advent of the regional jets - kids 22, 23 and 24 years old are flying and doing a great job - we are seeing civilian pilots in their 20s who are logging jet-pilot-and-command time, which was not available to me. Then, either you flew a turbo prop or you flew a main airline. Professional flying is like professional baseball - there are major leagues and there are minor leagues. You get out of the military, you can go right into the major leagues. You come up the civilian route, you have to work your way up all the rungs of the minor leagues to make it to the majors.
We guard against complacency. That is why you have two pilots in the cockpit. One person is completely capable of flying the airplane through all regimes. There is another person there to make sure we are dotting our i's and crossing our t's correctly. To make sure we are not missing anything. Because there is no room for error. If a lawyer loses a case he should have won, well, he learns from that. But he continues to practice law. If a surgeon has a misfortune in the operating room, it is a tragedy. But probably he has malpractice insurance, and he goes on. But if you are an airline pilot and you make a terrible mistake, you might not be here to defend yourself. So there's really no room for error.
Lately in the industry, it's typical airline crisis management. What I hear people say is they are fed up with these nickel-and-dime garbage charges that the other airlines are putting on them. Checking a first bag, checking a second bag, extra for a blanket, snack. Two bucks for a can of soda now on one of the carriers here. People don't want to be charged for something they are used to getting for free.
Southwest has been able to avoid this because Southwest listens to its customers. We are a very focused and competitive company. In its advertising, it tries to be humorous. But when you peel the lid back, nothing happens by chance at Southwest Airlines. Everything is very carefully run. Southwest does a really good job of keeping its employees in the loop and empowering its employees.
As told to Pilot business editor Bill Choyke
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