Linde Grindle

About Linde Grindle

Proven architect of business and people strategies that delivers measurable growth, resilience, and performance in high-stakes, highly regulated industries, including healthcare, aviation, and hospitality. Recently played a central role in guiding Spirit Airlines’ workforce through the turbulence of a proposed JetBlue merger—ultimately blocked by federal regulators—and the complex realities of bankruptcy and restructuring that followed. Recognized for creating distinction through fresh thinking grounded in deep operational experience and a sharp ability to anticipate and respond to change ahead of the curve. Expert at rapidly assessing organizational dynamics, surfacing opportunity, and connecting strategic dots across functions to design integrated, high-impact solutions. Reputation for transforming HR into a results-driven, cost-efficient business partner with real commercial influence. Known as a relatable, pragmatic leader who moves seamlessly between the boardroom and the frontlines, driving outcomes while fostering cultures where people, businesses, and customers thrive.Core Competencies:Transformation & turnarounds | Organizational & operating model design | Crisis & disruption management | Internal & external communications | CEO/Board succession & onboarding | Customer experience strategies | Business optimization | Change management | Innovative compensation design | Employee engagement | Mergers & acquisitions | Growth mindset

Experience

1. SVP, Chief Human Resources Officer

   Spirit Airlines

   Jan 2022 — Present

   Recruited to realign Spirit’s HR strategy with the company’s evolving direction amid a high-stakes merger announcement, addressing urgent workforce needs and positioning HR as a key driver of business transformation. Lead a team of 100+ HR team members.Trusted advisor to the CEO, executive team, and Board, providing guidance on the transformation of the company’s model, merger-related decisions, and strategic responses to industry and organizational challenges.Enhanced engagement and retention through innovative strategies, creating improved operational and performance during a 3+ year period of sustained uncertainty. Personally engaged across the organization from frontline crew to company officers to stay close to evolving needs and effectiveness efforts.Redesigned Spirit’s total rewards philosophy, strengthening market competitiveness and establishing a culture that objectively rewards high performance. Developed adaptive compensation strategies to address limitations put in place by the CARES Act.Managed complex communication strategies during the attempted merger process, entry into and emergence from Chapter 11, as well as leadership exits and announcements of new leadership and Board of Directors.Led CEO and executive transitions, managing the onboarding of the new Board of Directors and overseeing the integration of key leaders, including the new CEO.

Education

• Wharton Executive Education

  Exective Development Certification

• University of Wisconsin-Stout

  BS

• University of Wisconsin-Stout

  MSAP