Mitch Biggs

Operate as a professional airline pilot in scheduled Part 121 regional airline service; CL-65 type rated with 5,000+ total flight hours and 1,500+ PIC in turbine aircraft. Serve on the SAPA Board representing a pilot group of 5,000+ SkyWest pilots; trusted contributor on matters affecting pilot quality of life, benefits, policy, communications, and operational support. Health and Benefits Chair: lead pilot-facing work on health plan issues, retirement/benefits communication, disability/life insurance concerns, and benefits-related advocacy across a geographically dispersed pilot workforce. Communications Co-Chair: support clear, timely pilot communications on complex policy, benefits, committee, and organizational issues requiring accuracy, discretion, and stakeholder alignment. Policy Co-Chair and Hotel Committee Member: contribute to policy/procedure review, hotel/vendor experience feedback, quality-of-life improvements, and structured communication between pilots, committee leadership, and company stakeholders.

Top agency producer in life and health insurance, building client relationships, explaining complex benefit options, and developing a producer team with consistent leaderboard performance.

Air-to-air combat expert selected as initial cadre for F-15E instructors; youngest Flight Commander promoted at Fighter Lead-In. Led and participated in multi-national flying campaigns; experience included mission command, scheduling, protocol, academics instruction, and weapons employment.

Reported to CEO and supported launch of an innovative FAA-approved aviation heads-up display product, aligning sales strategy, customer education, and market-entry execution for professional and general aviation users. Applied pilot perspective, aviation customer insight, and executive sales discipline to build credibility with aircraft owners, operators, and aviation decision makers.

Reported to CEO for leading general aviation avionics company; directed global sales, marketing, product roadmap input, customer experience, and technical support for aftermarket avionics growth. Delivered +68% revenue impact in year one and an additional 60% revenue growth in year two while maintaining gross margin; doubled international sales. Implemented CRM, disciplined sales process, digital demand generation, and brand relaunch while managing inside and outside sales teams.

Held P&L responsibility for $112M U.S. sales and operations platform spanning 300+ clinics, 600+ field associates, 3 Regional VPs, and 17 Regional Directors. Transformed 50+ legacy brands into a unified national operating model; established KPIs, field communication cadence, operating rhythm, and customer-experience standards that drove 117% organic sales growth versus prior year.

Developed retail strategy supporting a healthcare system with 9 hospitals, 44+ clinics, and $2B annual system revenue; portfolio included pharmacies, optical, fitness/wellness centers, DME, branded uniform store, and gift/floral operations. Grew retail portfolio net income by $1M+ in first year; improved retail optical capture rate 840 basis points and delivered +23% comp-store sales.

Directed 27 stores with 10 direct reports and $400M+ sales; business partner to merchandise leadership on performance metrics, merchandising standards, staffing, and expense control. Built and cascaded a simplified consultative selling model nationally in under 120 days, improving close ratio by 400 basis points.

Negotiated complex business brokerage transactions, valuations, and assessments ranging from $500K to $15M; developed high-level negotiation and financial analysis discipline.

Handpicked by COO to lead top-priority store expansion and refresh initiative; held $400M P&L accountability with direct responsibility for cross-functional execution across real estate, construction, inventory, merchandising, distribution, marketing, staffing, and store services. Relocated 17 locations, built 102 new locations, reduced store cost 30%, cut build time 40%, and saved $67M; also managed closure of 130 underperforming locations, saving $70M.