The incentives could teach employees to act as though it were true.
That realization troubled me more than Caroline's insults.
Her behavior was obvious.
The system behind it was quiet.
And much harder to correct.
The board's independent committee eventually concluded that Victor had failed to address known control deficiencies and had approved performance practices that encouraged improper treatment of passengers.
The findings also raised questions about the completeness of his reporting to the board.
He was given an opportunity to respond.
He disputed several conclusions.
But the company determined that his conduct was inconsistent with the responsibilities of his position.
Victor's employment ended following the applicable process.
Several other commercial managers were reassigned or disciplined according to the evidence concerning their individual actions.
The airline did not dismiss every employee associated with premium customer services.
That would have been both unfair and operationally irresponsible.
Instead, the company dismantled the problematic override incentives and established clearer controls governing when a confirmed seat could be changed.
The reforms also required the system to preserve the original seat entitlement and the actual reason for any adjustment.
A passenger couldn't be classified as having volunteered to downgrade merely because an employee selected that option from a menu.
The record needed reliable support.
The software changes were important.
But the training mattered just as much.
Employees needed to understand that a supervisor's commercial preference didn't automatically override the airline's existing obligations.
And when a passenger was physically aggressive, the crew's response had to depend on conduct and safety, not how much revenue the person's travel account generated.
At my first company-wide town hall, I addressed the controversy directly.
The event was broadcast to employees across Crestline's airports, operations centers, maintenance facilities, and administrative offices.
I stood on a stage beside Nora Bell.
Behind us was a simple display showing the company's upcoming operational priorities.
I could have focused on software modernization.
Fleet efficiency.
New routes.
And the financial restructuring that had made my appointment possible.
All were important.
But I began with the people in the room.
"Some of you have seen the video from Flight 617."
Several employees nodded.
Others looked down.
I took a breath.
"I was the passenger whose seat was changed."
The room became quiet.
I continued.
"I know there are employees who feel embarrassed by what happened. I also know some of you have been afraid that this incident will be used to judge everyone who works for Crestline."
For several seconds, nobody spoke.
Then I said, "That's not what we're doing."
I looked toward the cameras.