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The Bigger Picture: When Private Airplanes Are More Than just a Big Business

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The big picture.

It’s hard to get away from the fact that the industry has been in decline for decades.

Private jets are a booming business.

That’s why they’re on everyone’s radar screens.

But it’s also why we’ve been able to escape some of the bigger, more troubling issues we face today.

It’s easy to forget, for instance, that just a few years ago, the airline industry was in trouble.

It was teetering on the brink of collapse.

Its core business, in fact, was in crisis.

A recent CNN article explained: It was the first time in the airline’s history that the total number of passengers fell below 9,000, with a record-breaking 6.8 million in the quarter ending March 31.

The industry suffered from the collapse of a once-storied global brand.

Its biggest airline, United, announced a massive restructuring plan in December 2015 that included $9 billion in cash and $8 billion in debt.

The airline has been struggling ever since.

Today, it’s back.

But this time, it is a different company.

“I am convinced the future is brighter than we anticipated,” United CEO Oscar Munoz said on a conference call with investors.

Munoz’s vision is to turn United into a regional airline that competes with the big airlines and the airlines in Europe, which have become dominant in recent years.

He hopes to create an integrated airline network that is a boon to U.S. consumers, as well as a boon for the world’s aviation industry.

Munoz says he’s confident that the company can continue to grow at an average of 10 percent annually and expand its footprint in the U.A.E. and Asia by 40 percent, from about 400,000 flights to over 2 million.

But he’s also got a tough job ahead of him.

He has to turn a $10 billion-plus loss into a $12 billion-a-year profit.

And he has to deliver on that promise to customers.

In an interview with CNNMoney last week, Munoz was candid about the challenges that lie ahead.

He said he wants to expand United’s network by 20 percent and expand the company’s international footprint by 40% by the end of 2019.

“I’m still going to be a bit ahead of where I need to be,” he said.

Munosos goal is to get United into the “airport of the future.”

He says he wants United to be “an airline of choice, not a destination” for millions of people in every part of the world.

He also wants to make it easier for American travelers to connect with friends and family around the world by building up its own global network.

Munios goal is also to make United a more competitive airline than United’s peers.

That means making it easier to buy a ticket from one airline to another, a feature that will boost profits for the airline.

Munzos goal for the company is to become the “most transparent airline in the world.”

It is a tough road ahead.

In order to get there, United has to convince consumers and shareholders that it is doing things right, which it isn’t doing.

It needs to prove that it can be trusted with the customer’s money, as opposed to its competitors.

Munions goals are also met by challenging the traditional business model that has driven United for decades: profit maximization.

And it also needs to make itself a better, more attractive airline.

It has to become more accessible to a wider range of consumers, and it has to better compete with the likes of Ryanair and Aer Lingus.

For United, those are big challenges, and they are not likely to go away any time soon.

It is unlikely to get back to the levels it was in 2009, when United was still struggling.

And it has no choice but to continue to build its network and improve its business model in order to stay competitive.

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