A Kalitta Air Boeing 747 on a snow-covered ramp at night beneath the northern lights.

Kalitta Air Pilots · MEC Election

Putting Pilots First

Keith T. Holt

747 Captain · Candidate for Captain Representative & MEC Chair

Read the case
Seat
Boeing 747 Captain
Service
U.S. Navy Veteran
Business
Owner & Operator
Kalitta
Ten Years · Kalitta

Our next contract will help determine what the rest of our careers look like—what we're paid, how we're scheduled, what we retire on, and how much of our lives we get to keep. That work is happening right now. I'm running because I believe we can do better.

Meet Keith

Experience.
Leadership.
Accountability.

Keith T. Holt is a Boeing 747 Captain at Kalitta Air, a U.S. Navy veteran, a successful business owner, and a candidate for Captain Representative and MEC Chair.

His approach to leadership began long before this election. During his service in the United States Navy, Keith consistently earned top evaluations and was nominated for Sailor of the Year.

After military service, he built a career combining aviation, business, and finance. As a business owner, he gained firsthand experience managing budgets, controlling expenses, negotiating, making difficult decisions, and being accountable for the financial consequences.

Today, Keith flies as a 747 Captain for Kalitta Air. His years here have given him a front-row view of what makes this pilot group exceptional—and where our representation can improve.

Keith T. Holt in a flight jacket on an airfield ramp, warbirds parked behind him.
Keith T. Holt · 747 Captain, Kalitta Air
A U.S. Navy aircraft carrier underway at sea with aircraft on deck.

What the Navy taught him

Leadership isn't about a title. It's about accepting responsibility, building a capable team, setting standards, and being accountable for results.

Top evaluations · Nominated for Sailor of the Year

In his own words

Why I'm running

Our next contract will affect virtually every part of our careers: hourly pay, minimum guarantees, retirement, back pay, scheduling, work rules, benefits, fatigue protections, and ultimately how much of our lives we get to keep.

I believe:

  • Bargaining priorities should come directly from the pilots.
  • Legitimate grievances should be tracked, advanced, and resolved.
  • Union finances should be transparent and understandable.
  • Committee chairs should have the authority and resources to succeed—and be accountable for results.
  • An MEC Chair should build and lead a strong team, not try to become the entire team.

Keith T. Holt 747 Captain, Kalitta Air

Three priorities

What this campaign is about

Strong
Representation

When a pilot has a legitimate contractual issue, the union needs to act—and that pilot deserves to know where the issue stands.

  • Every grievance reviewed, tracked, communicated, and acted on.
  • Pay and clerical corrections within contractual timelines.
  • A real online tracking system so pilots can see status, next steps, and who is responsible.
  • Resolve legitimate disputes with the company before they become costly arbitration.

Financial
Accountability

Union money is pilot money. Pilots shouldn't have to guess where their money is going—or who is being compensated.

  • An annual budget and meaningful financial reporting throughout the year.
  • Transparency on Flight Pay Loss, major expenditures, outside services, and compensation.
  • Every dollar with a purpose—especially while we negotiate.
  • Resources directed where they produce the greatest return: the negotiating table.

Pilot-Driven
Leadership

The MEC works for you. Our priorities should come from the pilots we represent—before major decisions are made, not after.

  • Regular input on pay, guarantees, retirement, scheduling, fatigue, hotels, and protections.
  • Communication that doesn't disappear after an election.
  • Know where issues stand, how negotiations are progressing, and how money is spent.
  • Motivated committee chairs with clear expectations, resources, and results.

The first 90 days

A route with waypoints

You shouldn't have to chase your union for information. Here is the order of work.

  1. 01

    Grievance accountability

    Review outstanding grievances, set a regular review cycle, and begin an online tracking system.

  2. 02

    Financial transparency

    Give pilots a clear picture of the budget, Flight Pay Loss, major spending, and allocations.

  3. 03

    Committee accountability

    Meet committee leaders, set priorities and expectations, and create regular reporting.

  4. 04

    Direct communication

    Regular updates on negotiations, grievances, finances, scheduling, and crew issues.

Success is defined by results

My commitment

The same principles that have guided every job I've held

Military. Aviation. Business. The method doesn't change.

  • Set clear objectives.
  • Put capable people in the right positions.
  • Give them the tools to succeed.
  • Measure the results.
  • Control the money.
  • Communicate with the people you represent.
  • Never forget who you work for.

In this case, that's you—the pilots.

I don't expect every Kalitta pilot to agree with me on every issue. A strong pilot group doesn't require that. It requires leadership willing to listen, make difficult decisions, and be held accountable for those decisions.

That's the kind of MEC I want to help build.

None of this gets accomplished by one person. The job of the MEC Chair is to build the right team, establish clear responsibilities, provide the resources they need, and hold that team accountable for results.

A team that listens A team that's accountable A team that produces results

Campaign seal: Keith T. Holt, candidate for MEC Chair, Putting Pilots First.

Strong Representation · Financial Accountability · Pilot-Driven Leadership

Putting Pilots First