United Airlines CFO Michael Leskinen soars into W. P. Carey Alumni Hall of Fame

From the trading floors of Wall Street to the executive offices of United Airlines, Michael Leskinen ('00 BS in finance) has built a career defined by curiosity, courage and connection. 

Now executive vice president and chief financial officer at United, Leskinen credits his time at the W. P. Carey School of Business with igniting his passion for leadership and innovation — values that continue to guide him as he helps shape the future of global air travel. His upcoming induction into the W. P. Carey Alumni Hall of Fame honors not only his professional achievements but also his dedication to mentorship, family and lifelong learning.

"It's a tremendous honor, and I'm grateful," he says of the induction. 

He’s one of five 2025 Alumni Hall of Fame inductees — leaders whose influence spans industries from health care and education to finance, consumer goods and transportation. Together, they embody the values that define the W. P. Carey community.

At the heart of Leskinen’s leadership is a belief that curiosity fuels progress, a principle that has guided him from his early days in finance to his role shaping one of the world’s largest airlines.

Leskinen began his career at Oppenheimer Funds and J.P. Morgan Asset Management before joining United in 2018 as managing director of investor relations. He quickly advanced to vice president of corporate development and investor relations, then became president of United Airlines Ventures in 2021. Under his financial leadership, United has delivered industry-leading performance since 2023.

"I love my job and the path I took to get it — and I've been lucky enough to have amazing professors, mentors and friends along the way," he says.

In celebration of his induction into the W. P. Carey Alumni Hall of Fame, ASU News sat down with Leskinen to learn more about his time at ASU, his approach to leading a global enterprise, and what inspires him both in and beyond the office.

Question: What prompted you to study finance at ASU's W. P. Carey School of Business, and how did that experience shape your career path?

Answer: I chose ASU's W. P. Carey School of Business because it felt like a place where I could grow academically and personally. The finance program caught my eye because I enjoy working with numbers and figuring out how businesses make strategic decisions. Being at ASU gave me hands-on experience, great mentors and a strong foundation to launch a successful career.

Q: Is there a particular class, professor or lesson from your time at W. P. Carey that still influences your approach to business today?

A: Emeritus Professor of Finance Ron Hoffmeister's corporate finance and cases in financial management courses. I loved the strategy behind corporate mergers and acquisitions, optimizing the cost of capital and maximizing value in the capital markets. I also loved physics, which I took as an elective.

Q: How did your time at ASU prepare you for the complex financial and strategic decisions you now make as CFO of a global airline?

A: I built a great foundation in accounting, financial theory and communication. I also had a fantastic derivatives professor who encouraged me to dream big and study for my Certified Financial Analyst certification (CFA) while I was still a senior. That was a key piece of advice for breaking into Wall Street — studying for the CFA early gave me a big competitive advantage when interviewing against students from Ivy League and more traditional feeder schools. Coming out of ASU, I knew I had to do something special for my résumé, and that pursuit made a real difference for me then — and it still does today.

Q: United Airlines has achieved industry-leading performance under your financial leadership. What do you attribute that success to?

A: First and foremost, a great strategy that started nearly a decade ago — investing in our product, our service and our people. Air travel has historically been a commodity, with customers choosing based on price and schedule. We bet that an increasingly sophisticated American consumer would begin to choose based on other factors — premium seats and interiors, clubs, great seat-back entertainment, fast and reliable Wi-Fi — and we’ve invested billions of dollars in that strategy. 

It's paying off. Customers are choosing United, and their brand loyalty is growing. That’s leading to not only higher margins, but also more stable ones through economic cycles — a win for our customers, our employees and our shareholders.

Q: You’ve also led United Airlines Ventures, focused on sustainable aviation and emerging technologies. How do you see innovation driving the future of air travel?

A: Innovation is critical to leadership, and the airline industry has been devoid of it since deregulation in 1978. Our planes still fly at the same speeds, and we have virtually the same air traffic control — so the industry is ripe for innovation. My time on Wall Street gave me the tools to dream of and then build a venture arm at United. We've invested in eVTOL (electric vertical takeoff and landing), supersonic aircraft, electric aircraft, as well as Sustainable Aviation Fuel (SAF) and practical technologies that will help us run a more efficient, customer-friendly airline.

Q: What have been some of the biggest leadership lessons you've learned since stepping into the CFO role?

A: Inspiring and empowering is by far my most important job. I've hired a great team of senior leaders, given them a lot of freedom to be creative — and then I cheer for them. I also encourage my entire team to push boundaries along the way.

Our industry has been around for a century; in fact, at United, we're preparing to celebrate our 100th anniversary next year. That’s an amazing heritage and an achievement to be proud of, but it also means that many processes exist simply because that's "how we've always done it." There are tons of opportunities to improve with a fresh perspective. By empowering my team to take risks — and yes, sometimes push boundaries — we make far more progress.

We have a great executive team at United as well — a group that thrives on empowerment, collaboration and smart risk-taking. They’re not afraid to try new things, challenge the status quo and pivot with agility. This mindset is essential to keeping United innovative and adaptable, ensuring both the company and our employees continue to grow and succeed in a rapidly changing industry. 

Q: You've advanced from investor relations to the C-suite. What key decisions or principles helped you navigate that journey?

A: I spent two decades on Wall Street before coming to United, and the common theme throughout my career has been finding something you love — and pursuing it fully., Become a subject-matter expert early. Master something you're passionate about, and you can always broaden your focus later.

Q: How do you stay grounded and continue growing as a leader in such a fast-changing industry?

A: My family keeps me grounded. I have an amazing wife, and together we’re raising six kids. When I'm not at work, I'm going to a softball game or a swimming meet or a cheerleading competition — pretty nonstop. But it keeps everything in perspective, because the most important thing in life is family. As much as I love my career, family is what life is all about. It's important to balance work life and family, and to remember that life isn't just about work, but about spending time with family and good friends.

Q: What advice would you share with W. P. Carey students who aspire to lead in finance or aviation?

A: Don’t chase the money early in your career — chase passion. The money will follow if you're great at what you do. I do think a career on Wall Street — whether as an investment banker, analyst, or in sales and trading — is a great way to accelerate a career in finance. You’ll work a lot, but the education you get in those first five years will pay dividends for the rest of your professional life. 

I definitely sacrificed my work-life balance in my 20s and early 30s, but I wouldn't have it any other way. If you're interested in a career path similar to mine, you have to be willing to make some trade-offs early on. Wall Street's a great place to do that — but it unlocks a lot of attention, and you shouldn't chase it because you're trying to chase the money; you should chase it because you're passionate about it.

Q: What does being inducted into the W. P. Carey Alumni Hall of Fame mean to you, and how does it feel to be recognized by your alma mater?

A: It’s a tremendous honor, and I'm grateful. I've been fortunate enough to have had amazing professors and mentors along the way. At every firm I've worked at, someone has taken me under their wing and taught me a lot. So, lots of thanks to those folks and to the fantastic friends I've had along the way who have been good sounding boards. 

I love the career I've had and the job I'm in right now: I think I was born for it, and I love the path that I took to get here. I’m also fortunate to work alongside fellow W. P. Carey alum Brigitte Bokemeier ('00 BS in accountancy/computer information systems), vice president and controller at United, who plays a key role in leading our finance organization. Having two distinguished W. P Carey graduates guiding the finance team is a point of pride — showcasing the school’s legacy excellence and strength.