Alaska Airlines is a long-time partner of the Foster School of Business, and few people reflect that connection better than Andy Schneider (MBA 2009). A proud Foster alum, Schneider began her career in accounting at Alaska Airlines in 1989 and now leads as President and CEO of Horizon Air, a subsidiary of Alaska Air Group.
Before stepping into her new role, Schneider served as Senior Vice President of People for Alaska Airlines, guiding talent and culture strategy for more than 30,000 employees across Alaska, Hawaiian, and Horizon. She also led Inflight and Call Center Services, championing exceptional guest and employee experiences.
We had the honor of catching up with Schneider to discuss leadership and lifelong learning, as well as a few of her favorite travel hacks and dream destinations. Here’s a snapshot of our conversation.
As you step into your new role as CEO and President of Horizon Air, what are your top priorities and biggest opportunities ahead?
Andy Schneider: Our foundational value is safety, so my top priority is safety and reliability—those never change. Beyond that, it’s about strengthening Horizon’s role in connecting communities across the West and linking people to Alaska’s growing global network.
Regional airlines face unique challenges, including cost pressures and evolving customer expectations. But there’s opportunity in agility—we can adapt quickly and deliver a remarkable experience in smaller markets. Horizon has a deep history of innovation. This is needed as we navigate our cost challenges and learn how new technology can be leveraged. I’m excited about the chance to build on Horizon’s strong culture while positioning it for the future.
Andy Schneider on her first day as President and CEO of Horizon Air—a milestone in a 35-year career with Alaska Airlines.
What inspired you to pursue an Executive MBA at Foster, and how has it shaped your leadership journey?
Andy Schneider: Coming from an accounting background and early roles in financial management, and then moving into airline operations, I knew I needed to think more holistically about the business. Foster’s Executive MBA program gave me tools to make enterprise-level decisions and strengthened my confidence as a leader. It exposed me to new ways of thinking about process and strategy. It also expanded my network—learning alongside leaders from different industries was invaluable.
I’ve always believed in continuous learning. Foster helped me connect those dots and prepared me for moments of transformation, whether navigating 9/11, a pandemic, or major mergers like Virgin America and now Hawaiian Airlines.
The Alaska Airlines partnership with Foster runs deep. More than 400 University of Washington graduates work at Alaska and Horizon today, and 65 of our leaders have been through the Executive MBA program since Brad Tilden graduated in 1997 on his way to becoming CEO of Alaska from 2012 to 2021. That shared foundation creates a common way of thinking and strengthens our leadership bench. For me personally, the Executive MBA reinforced something I learned early in my career: you don’t have to know everything, but you do need to know how to ask good questions and surround yourself with great people.
You’ve led across operations, people strategy, and culture. What have been the most rewarding parts of that journey?
Andy Schneider: Helping people feel valued during times of change has been the most rewarding part. I’ve led teams through some of the most challenging moments in aviation—9/11, the financial crisis in 2008, COVID and major mergers—and what stands out is how much communication matters. Good communication starts with listening. You need to be able to put yourself in the shoes of your employees to try to determine what they need and how you can help.
Compassion and empathy matter when things beyond our control happen. And you have to be willing to wade into the uncomfortable—whether it’s labor negotiations or redesigning hiring processes—because that’s where real progress happens.
One of my favorite projects was creating Alaska Listens, our electronic feedback system. It started with a simple idea: make it easier for customers to share feedback and for us to recognize employees quickly. That’s the kind of change that reinforces culture, celebrating what matters most.
With decades of experience leading people and culture at Alaska Airlines, Andy Schneider continues to champion belonging and shared values at Horizon Air.
What makes Alaska Airlines and Horizon Air such special places to work?
Andy Schneider: Our culture of care and belonging. People genuinely look out for each other and for our guests. We’re values-driven, and that shows up in how decisions are made and how teams collaborate. It’s not just words on a wall—it’s lived every day. It’s also why I’ve stayed for 35 years—because this is a place where people matter.
Alaska Airlines has been a strong supporter of Foster for many years. Why does that partnership matter to you?
Andy Schneider: Education and business are partners in shaping future leaders. Foster helped me grow, and I want others to have that same opportunity. Supporting programs like the Executive MBA isn’t just good for the students, it’s good for Alaska Airlines and Horizon Air. You get leaders who are better prepared for complex challenges.
I’ve seen firsthand how Foster graduates bring fresh thinking and strong values to our organization. If you’re a business considering this kind of partnership, my advice is simple: do it. It’s an investment that pays dividends in talent, innovation and community impact.
You’ve led culture for 30,000 employees. How do you sustain values-driven leadership at scale?
Andy Schneider: It starts with clarity. Our company is values driven and we spend time clarifying our values, discussing why they are important and how they are lived every day by each of us. Our people know our values and why they matter. We celebrate when we see people living them and we talk about it when they are ignored. They truly serve as a guide for all of us.
Culture doesn’t scale by chance—it scales because leaders live it. That’s true whether you’re rolling out succession planning, launching a pilot academy or navigating a merger. People watch what you do more than what you say. And when you get it right, you create a place where people feel they belong and where they want to build careers that are diverse and rewarding.
What advice would you share with students or early-career professionals hoping to work in aviation?
Andy Schneider: Airlines are complex and things change fast. Airlines are exciting places to work! And air travel is important so the work we do matters to those we serve. Focus on adaptability and collaboration. Build skills in data analysis, customer service and leadership. And most importantly, find an organization whose values align with yours. That’s what sustains you through the ups and downs.
I tell students what I told my own daughter when she graduated: don’t rush, but be deliberate. Seek advice, listen to different perspectives and remember, you can pivot. So don’t be afraid to try something outside of your comfort zone. My own career started in accounting and led to operations, HR and now the CEO role at Horizon. That journey wasn’t linear, and that’s OK.
A proud Foster Executive MBA alum, Andy Schneider credits her time at the University of Washington for shaping her enterprise leadership approach.
What are your top travel hacks for a smooth, stress-free departure from SeaTac?
Andy Schneider: Check in early, use our app and enroll in TSA PreCheck. And my personal tip: pack light. A carry-on saves time and stress.
Favorite destination Alaska serves, and why?
Andy Schneider: Hawai‘i is hard to beat. It is so beautiful and serves as a reminder of how important our role is in connecting people to places they love—and why the Hawaiian Airlines combination is so exciting for our future. I can’t wait to fly Rome when we start service this spring.
Bonus: What’s one destination still on your bucket list—and how do you hope to experience it?
Andy Schneider: New Zealand! I’d love to explore the outdoors there—hiking, maybe some wine country—and really take in the natural beauty. And I am a fan of Lord of the Rings, which was filmed there! It’s the kind of trip that reminds you why travel matters: it connects us to the world and to each other.
Thanks to Andy Schneider for sharing her flight path from accounting to the CEO seat, and for inspiring future leaders to take off with confidence. We’re also deeply grateful to Alaska Airlines for its longstanding partnership and support that continues to lift the Foster School of Business skyward.
The photos accompanying this story were captured on Andy Schneider’s first day as CEO of Horizon Airlines, a fitting moment to honor a career defined by growth, care, and courage to lead through change.