Quotes from Oscar Munoz

Everyone eventually matches or leapfrogs everyone else.

If you feel anything weird, immediately call 911 and give them your address because you may not make it past the phone call.

Our employees and competitors thought we were docile. We want to be defiantly disruptive. I don't mean necessarily by launching price wars but by being the best at the basics - having the best customer service, the best on-time performance, the best coffee - in a thoughtful, not a testosterone-laced, way.

You forget sometimes that the people you're carrying are human.

The airline industry has been closely watching, monitoring, exactly what the rail industry has done.

We are committed to re-earning your trust.

We had taken the cups for coffee out of the building as a cost-saving measure, but left the coffee. Somebody thought it was symbolic to do this.

I think the hardest thing that, historically, the industry may have relied upon is that we can't control weather, we can't control air traffic control, and use that at the end of the day as an excuse. Things do happen - we know they happen. We don't exactly know when they are going to happen, but we should definitely be prepped.

It's the human approach to customers that I want to bring back.

It is important that we win back the trust of employees first, then customers.

At United, I will dedicate myself to making our airline flyer-friendly.

We have significant work to be done. We have old, antiquated systems. Remember the 8-track tape player? Think of that as our core system, and we're living in a world where everybody has an iPhone.

We are market based and have to differentiate our product in many ways; pricing isn't the only one.

We will not only be more flexible when it comes to price, we'll also be more efficient operationally by forgoing pre-assigned seating, priority boarding, upgrading the option for last-minute changes.

We have such rigid rules, sometimes, that they don't have to be rules. They can be policies and procedures that can be adapted for the moment.

I think we need to communicate more effectively how we treat you with respect and dignity as a customer.

It is a free world. It is a dynamic of our new day and age: technology is everywhere.

In the telecommunications, consumer products, and railway businesses, there are very real consequences if you don't meet the consumer's needs and desires. There are also substantive rewards for doing so, and especially for exceeding customer expectations.

I feel terrific - my mind, my energy, my focus continues to be what it always has been, and I have a renewed sense of purpose.

We have not provided our frontline supervisors and managers and individuals with the proper procedures that would allow them to use their common sense.

It is about the entire experience. It's not just a new seat. It's not just new meals. It's not just better wines.

As board members, we only meet infrequently and are not as engaged with the front line, necessarily. The first thing I did as CEO was I left this board room.

United spent $1.2 billion repurchasing shares in 2015 and plans to spend $1.5 billion on share repurchases in the first quarter of 2016. We have a lot of positive momentum, but this is just the beginning.

I think my reaction to most issues is to get the facts and circumstances.