1. ANDREW MILLER
+44 (0) 1292 511082
XXX@XXX.com
Andrew is a dynamic leader with a wealth of management and Board experience globally across aviation
and retail. Andrew is currently Non-Executive Chairman of Glasgow Prestwick Airport, and the CEO and
owner of CAPA Consulting.
Andrew was previously Chief Operating Officer of Air New Zealand and has also managed other large
complex operations with significant revenue (sales) and P&L responsibility. He has been a director of more
than 40 companies.
Andrew’s professional experience also covers significant consulting work, specializing in delivering
turnarounds. Andrew has extensive knowledge of the aviation industry and provides sought-after advice on
airline strategy, route systems and service development, particularly in the low cost sector.
Professional Experience
Dec-14 to Present Non-Executive Chairman of Glasgow Prestwick Airport
Prestwick is Glasgow’s second airport and is owned by the Scottish Government. It serves a variety of
markets including passenger and freight and is currently undergoing a major turnaround.
Key achievements:
• Appointed new high-calibre Board
• Established governance process with the shareholder, including winning trust of key people
• Launched process of introducing new capabilities to the executive team via a restructure
Apr-06 to Present CEO, CAPA Consulting
Boutique aviation management consultancy with a diverse set of projects for clients including airlines,
airports and government, focusing on strategy, operations and the low cost sector.
Jan-02 to Nov-03 COO, Air New Zealand
Key achievements:
• Secured $1 billion of government funding following the collapse of the Ansett Airlines (Australia).
This required producing a 5-year strategic plan and negotiating creditor agreements, and resulted in
keeping the airline of 10,000 employees solvent
• Exceeded financial targets of both years (gearing, cash flow, and profitability) which doubled Air
New Zealand’s market capitalisation in less than 2 years
• Established new strategies, marketing initiatives and commercial models to re-energise the Air New
Zealand brand. Required review of global best practice and reflecting these in the NZ market
• Increased productivity with reduction in labour costs from 27% of total costs to a market leading 21%
• Introduced new products such as “Express” which increased passenger numbers by over 20%. Also
included the introduction of online selling and self-service kiosks at domestic airports which
achieved the highest uptake of self-service ticketing world-wide with greatly reduced costs
• Set up new organisational structure post Ansett collapse and relocated key executives to NZ
• Remodelled ticket distribution with a new direct model for short haul travel
Key responsibilities:
• Air New Zealand is the leading airline in the markets it operates with over $10 billion in revenue
• During the seven year period at Air New Zealand, the company went through the acquisition and
divestment of Ansett Australia, and a major refunding program under government ownership
• A restructure removed the positions of COO and deputy CEO
20151

2. ANDREW MILLER
+44 (0) 1292 511082
XXX@XXX.com
Jan-01 to Dec-01 CEO, Ansett International and SVP Sales and Distribution (Air NZ)
Key achievements:
• Re-organised sales force into selling one brand
• Combined the retail portfolios of Jetset, Traveland and Air New Zealand Travel Centres under a
common strategy ($2 billion sales and 780 retail outlets)
• Best Business Class for Ansett International on the Pacific
Key responsibilities:
• Ansett International, 49% owned J.V. with 4 major banks, was the operating company responsible
for Ansett’s expansion to international flying including long haul operations
• As SVP Sales and Distribution responsible for $6 billion in sales for Air New Zealand globally
Aug-00 to Jan-01 General Manager, Ansett Australia
Key achievements:
• Established new organisation structure and filled key positions
• Drove new financial disciplines including exit of poor performing businesses post 100% acquisition
• Managed the business while introducing Air New Zealand culture
• Lead the integration of the financial, IT and management systems to merge with Air New Zealand
• Re-organised and centralised commercial functions in Melbourne
Key responsibilities:
• Reporting to the Air New Zealand Group Chairman after it acquired the remaining 50% and following
departures of the CEOs of Air New Zealand and Ansett
• Ansett had turnover of $3 billion and 16,000 employees
Aug-97 to Aug-00 General Manager, Air New Zealand Domestic Airline Group
Key achievements:
• Developed the first 5-year strategy
• Sales over 3 years to 2000 up 27%
• Increased market share roe from 60% to 75% over the past 5 years
• Significantly improved EBIT (57% above budget and 39% above previous year in 2000)
• Implemented a $700m aircraft replacement plan while also achieving an 18% ROCE
• Developed highest performing management teams in Air New Zealand by removing poor performing
senior managers and developing KRA’s for the team
• Actively contributed to Air New Zealand’s direction at a strategic level on sales and distribution,
procurement, business monitors, and management information
• Reduced costs by $20m, improved customer service, financial margins and increased load factors
Key responsibilities:
• Newly formed Group responsible for 4 separate domestic airlines operating for Air New Zealand
• Director of Ansett Australia and various Air New Zealand companies
1996 to 1997 Director Retail Advisory Practice, KPMG (Sydney)
Key achievements:
• Established new the retail practice, including
o Achieving partner sign-off for the new investment and recruiting key team members
o Preparing a business development plan
o Introducing 5 new retail clients to the partnership
20152

3. ANDREW MILLER
+44 (0) 1292 511082
XXX@XXX.com
1990 to 1995 President Oceania, Duty Free Shoppers Group (DFS)
Key achievements:
• Drove improved financial performance between 1990 and 1994, with
o Sales up 50%
o Profit before tax up 64%
o ROCE up from 6.8% (1990) to 59.5% (1994)
• Restructured local management, re-focused on the customer, reduced the workforce by 15%, wrote
the 5 year Regional Plan, removed non-productive assets, introduced new marketing, product
design and retail-planning programs
• Developed a high-calibre management team
• Introduced product differentiation to deliver customer “value for money” without going down market
• Opened 3 new stores with combined capital investment of $12 million
• Won the 1994 NSW Tourism Award and National Award for the Best Retail Facility in Australia
Key responsibilities:
• President Oceania (covering Australia, New Zealand and the South Pacific) after being promoted
from President of the Australia Division
• Reported to the Global Chairman and CEO
• Privately owned by 4 shareholders, employing 10,000 people and generating $3.5 billion in revenue
1986 to 1990 Managing Director, Dixons Stores Group PLC
Key achievements:
• Improved revenue from 1986 to 1990 by 40%.
• Returned company to profit in 3 years (from -£5 million to +£4 million)
• Introduced new store design and trading formats, achieving 80% of sales through private-label
products (from a base of zero)
• Runner up in 1990 UK “Young Business Man of the Year”
1984 to 1986 Group Deputy Chief Executive, Combined English Stores Group PLC
Holding PLC for 6 European retail companies for women’s wear, handbags/luggage, and a wholesale
trading group
1982 to 1984 Corporate Development Director, Storehouse PLC
Retail holding group with High St names including British Home Stores, Habitat, Mothercare. Worked
exclusively for the Chairman of the group, Sir Terence Conran (lifelong business mentor)
1980 to 1982 Management Consultant, PricewaterhouseCoopers
Based in the London office focussing on strategy and consumer (retail)
1977 to 1980 British Airways
Started as Graduate Management Trainee and after 3 promotions, became Product Manager Canada
Education and Qualifications
Aberdeen University Master of Arts Honours Degree (MA Hon.)
Economics, Statistics and Psychology Degrees
Business Credentials Fellow of the Australian Institute of Company Directors
20153