Caryn Seidman-Becker

Also, they wanted to recheck at an extremely high level identity documents, and that created all sorts of backups.

And I think that is about building trusting relationships with the public and private sector and being able to communicate

There's a lot of great people at TSA and at DHS who do believe in innovation and public private partnerships.

But as I like to say, debanking didn't just happen in crypto.

And it was a very eye opening experience to be on the other end of that, to not have transparent partners who wanted to work through things together, but instead just wanted the government to do everything.

That was very eye-opening and also, I think, made us better, made us more innovative, and I think has positioned us to work really well with an administration who sees infrastructure as a major need here in the U.S.

And in order to be competitive, you shouldn't have better travel experiences in Singapore, Dubai, Tokyo, and London than you have here in the U.S.

We have the greatest tech companies.

I was in Singapore on Christmas.

My kids were like, what are you doing?

I was taking pictures of e-gates and banks of e-gates.

You go to Dubai, it's the same thing.

You absolutely should have end-to-end automation.

And there's so much you can do to transform the travel experience.

So on a very personal and professional level, watching our customer experience degrade when I knew we could do so much about it,

was horrifying.

And not being able to say much about it because they were pretty retaliatory was also pretty painful.

I think we're on the other side of that.

And there's so much you can do to drive throughput.

The airport experience should be and can be amazing.