ANY business that is not "customer focused" will not last long term. Now one can argue that being "operationally Driven" is in fact customer driven.
This management seems to be more "Spreadsheet Driven". I'll bet dollars to donuts that when the seating configurations of the east planes were being discussed somebody "Ran The Numbers" and determined just how many fuel stops for an average year, how many missconnects, PAWOB's there would be versus what they felt they could make revenue wise by adding seats.
Adding seats "on paper" was the way to go, so they did. Revenue opportunity greater than potential risk. Classic Risk Analysis. Additionally adding seats enabled them to show a lower CASM which investors like. That's playing with numbers at its finest.
I wonder did anyone consider that due to Weight & Balance issues a certain percentage of those seats now go unsold, or worse require compensation in Denied Boarding Vouchers? Increased DOT Complaints? Delivery of bags and that cost?
It also doesn't appear that the concept of "Goodwill" was taken into account. Leaving customers stranded, delayed and ticked off is NOT "goodwill" by any standard. From what I can see, at no time was the customer considered in these decisions. Operational issues were certainly not included and Doug & Scott have pubically admitted they are "More Concept than Operational in our thinking"
This is a prime illustration of how the cost of everything and value of nothing thinking creates for customers and employees alike. IMO these decisions do NOT represent the best interests of the Shareholders.