l to r: Capt. Jason Ambrosi, President; Capt. Wendy Morse, First Vice President; Capt. Tyler Hawkins, Vice President–Administration/Secretary; Capt. Wes Clapper, Vice President–Finance/Treasurer

In October 2022, ALPA’s Board of Directors (BOD) elected a new slate of national officers. This administration includes the first female national officer as well as two of the youngest pilots to hold their respective posts. The election of this group signals a new direction for the BOD, ALPA’s highest governing body, and this administration is determined to move forward together to advance the Association and the airline piloting profession with an eye to the future.

Air Line Pilot staff recently sat down with Capts. Jason Ambrosi, president; Wendy Morse, first vice president; Tyler Hawkins, vice president–administration/secretary; and Wes Clapper, vice president–finance/treasurer, and asked questions ranging from their views on the challenges facing the Association and its members to advice they have for the next generation of airline pilots. Here’s what they had to say.

Air Line Pilot: Capt. Ambrosi, what do you hope to accomplish in the next four years?

Ambrosi: Four things come to mind. Maintaining the safest mode of transportation in the world. We must defend the industry and our members from current threats to aviation safety. Whether it’s foreign carriers flying to North America attempting to use atypical business models, the promotion of reduced-crew operations, efforts to roll back current first officer qualifications, or other challenges, we must tackle these threats head-on in the coming four years.

Negotiating superior contracts for our members is another priority. Several of our pilot groups have recently made great strides in collective bargaining, raising the bar for the profession, but nearly half of our pilots remain in some stage of contract negotiations. We need to provide them with the resources and support to build on the current positive trend.

We also need to close the gap for our members in Canada. There’s been a significant difference between what we’re able to accomplish here in the states and the progress we need to make north of the border. We need to extend pattern bargaining to all ALPA members.

Finally, we need to conduct a top-down review of the Association’s infrastructure and policies to make sure we’re leaving the next administration with the organization needed to best serve the next generation of airline pilots. I have a terrific team, and I know we can make this happen.

Capts. Morse and Ambrosi, what are the greatest challenges confronting ALPA and the airline piloting profession?

Morse: Reduced-crew operations is one of our biggest concerns—and making sure that, as members of this organization, we understand that we’re all in this together. What happens to one of us affects us all.

Ambrosi: I would agree that reduced-crew operations is the top priority. To prevent it, we must collaborate with other industry partners, and that’s exactly what we’re doing. We’re working with the International Federation of Air Line Pilots’ Associations as well as the European Cockpit Association to address this matter on a global front, to highlight the limits and shortcomings of initiatives like extended minimum-crew and single-pilot operations. If these programs have the chance to take root in other parts of the world, we can expect certain industry stakeholders—those more concerned with profits than with safety—to use these inroads to pressure North America to comply.

Capts. Hawkins and Clapper, what inspired you to run for office?

Hawkins: When I looked at the four national officer posts, the position of vice president–administration/secretary was by far the most inward-facing, and that appealed to me. We should all be proud to be part of a strong union that has made such incredible gains for its members and for aviation safety since its inception in 1931. But as Capt. Ambrosi and Capt. Morse have noted, we still have work to do.

As I look at my career, I have 27 years left until I retire—27 years that will likely include challenges we’ve never faced before. This seemed like a good time to revisit the Association’s way of doing things to ensure that they reflect our current interests and needs and adequately protect us from these challenges, because good governance yields good results.

Clapper: There are several reasons I decided to run for the vice president–finance/treasurer position. I sat on the Executive Council for four years and witnessed the ebbs and flows of the economy and the impact on our organization. ALPA’s balance sheet for 2014 was particularly bleak.

Right now, we’re in a strong financial position. One of the things that interests me is making sure the Association’s small, medium, and even large pilot groups have adequate funds from the dues money our pilots are paying to effectively run the Association. Over the years, ALPA’s made great strides in giving master and local executive councils more autonomy to use Association funds as they see fit, but I don’t think we’ve gone far enough. We’ve made some really great changes, and, as the Association has grown, we’ve continued to save money, which is important. However, there’s a point when more of that money needs to be directed to our pilot groups to let them decide how it should be used.

Capt. Morse, what are your goals for maintaining aviation’s outstanding safety and security track record?

Morse: We need to get back to basics. ALPA was founded on safety, and we’ve worked hard to make certain our pilots have the training, resources, and rest they need to effectively perform their jobs. You manage these kinds of improvements through process-driven organization.

By conducting thorough briefings, reviewing all the new items—even if its 60 pages of NOTAMs—we head to the aircraft when we’re ready, and not until. These practices, combined with disabusing management of thinking we’re a component of the airline’s public-relations effort, are important. First and foremost, we need to concentrate our efforts on a safe operation.

Capt. Hawkins, what are your goals for attracting the next generation of airline pilots?

Hawkins: It really boils down to engagement, getting the next generation of pilots excited about unions and helping define for them what trade unionism is—what it’s been historically and what it will be in the future.

How will we work together to advance the profession while maintaining the safest mode of transportation in the history of the world? It’s important that we start by reaching out to young people interested in flying to let them know what being a professional pilot is all about and really bolster that sense of pride we all feel for the profession.

Capt. Clapper, what are your goals for ensuring ALPA can remain viable and financially solvent?

Clapper: The Association is in great shape financially, and we need to keep it that way. We need to make sure ALPA’s “War Chest”—or Major Contingency Fund—is available when our pilot groups need it. We need to be able to launch pilot and aviation industry advocacy initiatives while at the same time making sure our pilot groups have the financial resources they need. Major decisions often boil down to what finances will allow. Fortunately, we have the funds to support the work we need to do on our collective bargaining, safety, and general advocacy fronts.

Capts. Morse and Ambrosi, how has the piloting profession changed since you first began your careers?

Morse: Originally, if you were 32, you were too old to be hired as an airline pilot. That’s changed dramatically. The recruiting process has evolved, and airlines are now competing for pilots. When I was hired as a flight engineer for United, I sat behind a first officer who’d flown for 15 years with the carrier before upgrading to that position. My captain at that time had been with the company for nearly 25 years before moving to the left seat. Today’s pilot upgrading environment is much more dynamic.

Ambrosi: I also started as a flight engineer, but before that, I was a regional pilot at Atlantic Southeast Airlines. Pilots were being hired at the regional level with anywhere from 200 to 400 hours of flight time. In many cases, it was on-the-job training. Now, thanks to the Airline Safety and Federal Aviation Administration Extension Act of 2010, more practical safety regulations and experience requirements are in place, which have led us to the safest decade in aviation history.

In addition, many of our airlines have recovered from the pandemic in strong financial shape, thanks to the three installments of the payroll support program authorized by the CARES Act. We’re in a great position to make contract gains like never before. It’s a very different time from 27 years ago, when I entered the business.

The remaining questions are for all of you. As an ALPA committee member or an elected official, what single achievement are you most proud of?

Clapper: Most of the things I’ve accomplished have been with the help of other volunteers, including those working with me to organize the JetBlue pilots and join ALPA. That was a great achievement for our group, as was negotiating our first contract.

I helped start the ALPA ACE Club at Central Washington University where I went to school, but again, that wasn’t just me.

However, one event that stands out in my memory is helping to get a pilot’s job back after he was wrongfully terminated. There’s nothing like the satisfaction of helping to save someone’s career.

Hawkins: I’d have to echo what Wes said. Anything I’ve accomplished with this Association has been a group effort. That’s one of the benefits of this organization—the opportunity to work collaboratively for the betterment of our careers and profession.

At Frontier Airlines, we knew we were entering pilot negotiations with a management team notoriously difficult to bargain with. Management had not made good on a promise to us during bankruptcy, and we used that example as motivation to demonstrate for the first time just how unified we were.

In April 2017, we held our first informational picket. While we wanted the support of all ALPA pilots because we had just joined the Association, we also wanted our management to witness our unity and commitment. So we invited only Frontier pilots to the event. Nearly 370 of our 750 pilots participated, sending a strong message about our unity and determination. Nearly every pilot who could have picketed that day was in attendance, and I’m really proud of the work we put into that that effort, which culminated with a very successful contract in 2019.

Morse: Capts. Clapper and Hawkins are exactly right when they say that nobody does anything alone in this business. You may lead, but others must choose to follow to be successful. I’ve held a variety of positions and been involved in a number of activities for the United pilots. But the most recent event was probably the most valuable—being part of the “no” vote for our latest contract proposal from management last summer. That decision was huge because had the agreement been passed and ratified, it would have negatively affected what our brothers and sisters at Delta were able to accomplish.

So I would have to say my proudest accomplishment was the time I spent in operations, working with others to convince our pilots why we needed to reject that offer.

Ambrosi: Being part of the team that achieved global scope protections for the Delta pilots, something we badly needed, was very important. The contract that Capt. Morse just described—being able to complete it before departing Delta to come to this position was very important to me.

Another significant accomplishment was collaborating with Delta management, working directly with the CEO during the recent pandemic, to ensure that no pilots would be terminated if they chose not to get vaccinated. We secured that protection as well as incentives for other pilots to get vaccinated. It was completely up to the individual pilot.

I’d like to think that our greatest achievement is yet to come with this leadership team and preparing this Association for the future. I truly believe that we as an organization are destined to accomplish great things.

For young pilots entering the profession, what advice would you offer them?

Hawkins: For the next generation, it’s all about engagement—being actively engaged, particularly as you begin flying for an airline. Interacting with your elected union leaders, providing them with guidance and an understanding of what you want out of your career and what you think career progression should look like. This feedback will help them better perform their jobs. Based on this experience, you may even decide to pursue an ALPA leadership role in the future.

Participating in ALPA-PAC is important. Legislation can change the course of our careers almost instantaneously. Contributing to the PAC and understanding what’s happening in government and how it can affect the industry and our jobs are all vital to being an engaged and contributing ALPA member.

The four of us are sitting here because we want to make a difference. We need the union’s 69,000-plus members to feel the same way. ALPA is only as strong as the participation and support it garners from its members. However, it’s a reciprocal arrangement. From the moment you set foot on your very first flight deck, I firmly believe that being an engaged member is fundamental to having a successful career.

Clapper: I wholeheartedly agree. I had the opportunity to talk to a group of college students at an ACE Club meeting recently, and, interestingly, this same question came up. As part of my advice, I stressed the importance of having goals for your career path, but also being flexible enough to recover when changes in the economy and in aviation interfere with them.

You need to be nimble in this industry; you need to be able to shift gears and quickly move in a new direction. Right now, it’s a great time to be a new aviator. It’s a lot easier than it was after 9/11 or during some of the challenging times that Wendy and Jason have experienced in their careers. They didn’t lose sight of what they wanted to accomplish, and that’s part of the reason they’re here today.

For those entering the airline industry, I recommend having a backup plan. That’s probably one of the best pieces of advice I can give—have something to fall back on, just in case things don’t proceed as planned. For me, it’s been having a background in finance and that’s part of what helped me get this position.

Ambrosi: Like Tyler said, engagement is key. As a group, we’ve talked about how we can change the Association to more effectively embrace the new generation of pilots, learn how they prefer to communicate, and how we can pique their interest to get involved. For example, how do we get more pilots to attend local council meetings, run for office, and volunteer for committee work?

We want our newest members and future generations to be excited about volunteering. To cultivate that enthusiasm, we need to explain what we do and why we’re here. Trade unionism has been growing in popularity with the public lately. We need to take advantage of that trend to make sure our newest members embrace labor representation and get involved.

Morse: I’m going to echo a lot of what was said but perhaps say it in a different way. Unionism is probably the most important thing. I think that many of the young people coming into this career tend to be good unionists from the onset, because of the way they were raised.

The most important thing we all can do is encourage them to educate themselves about who’s running for ALPA office. They need to understand the different stages in our elections process and vote in every phase of every election throughout their careers. ALPA leaders need to uphold the interests and priorities of their constituents for this organization to effectively function.

I’d also recommend supporting ALPA-PAC. Many of our older members who’ve routinely contributed to the PAC are retiring. Even if our more junior pilots can only donate a small amount, it’s important to start and to make this activity a habit. Remember that ALPA-PAC is funded solely from contributions.

The last thing I would say is to volunteer—get involved. There’s always something you can do to support your pilot group or the national organization, and in doing so you set a great example for your kids. ALPA is what we make it!

When you’re not flying or conducting ALPA business, where would we find you and what would you be doing?

Clapper: My priorities have changed as I’ve grown older. Right now, I have two kids at home. My son loves baseball, and I practice with him all the time. My daughter loves cheerleading, and she’s a natural when it comes to academics. So you’d likely find me at home, spending time with them.

Hawkins: I’m in a similar boat. I have four children. My oldest is eight years old, so, night and day, our house is in a state of chaos. If you’ve ever called me after business hours, you’ve likely heard some or all of them in the background, but I wouldn’t have it any other way.

As a family, we’re avid ice hockey fans. We love the Carolina Hurricanes and routinely go to games. The other thing we love to do is travel. That’s something my wife and I have stressed with our kids—experiences over things. When it comes to travel, my family particularly loves the Caribbean. Being able to spend time together and—for my wife and me—to see the world through the eyes of our children has been indescribable.

Morse: While I don’t have a lot of recreation time, I like to hike and kayak. I also enjoy spending time with my husband, my grown children, their wives, and their children—my grandchildren. I like traveling with them as well.

Ambrosi: I also like spending time with my family—my wife, Heather; our eight-year-old daughter, Alyssa; and our three-year-old son, Nicholas. They’re awesome, truly a joy. We live in a flying community, so I love to take them flying and see the smiles on their faces.

In addition, I intend to remain current and qualified as a B-767 captain, so some of my spare time will be spent occasionally flying trips, which should also help me to stay better connected with our line pilots.