Brittany Clauss on Scaling Brand Loyalty at United Airlines

In this conversation, Brittany Clauss, Director, Brand Marketing & Media Strategy, United Airlines, shares how she balances brand building with revenue accountability inside one of the world’s most complex enterprises. From agency roots to leading media strategy within corporate communications, she unpacks how United connects long term platform thinking with performance goals, navigates volatility at the speed of PR, and uses innovation like contextual media and AI to drive loyalty, not just awareness. A candid look at how a global brand builds advocates, not just impressions.
Highlights:

• Sales overnight and brand over time applied to modern media mix decisions
• Turning a competitive loyalty push into a brand story, not just a CTA
• Building brand love in a volatile category without abandoning long term strategy
• Integrating paid media with corporate comms to move at the pace of headlines
• AI driven contextual activation without sacrificing brand fundamentals
• Retail media, co brand complexity, and connecting fragmented media ecosystems

EPISODE 62 TRANSCRIPT

Alena DeSalvo
Hello and welcome to Sightly’s Breaking Through the Mayhem. I am your host, Alena DeSalvo, and I am so excited to be joined today by Brittany Clauss. Brittany is the Director of Brand Marketing and Media Strategy at United Airlines, and she is also a partner of Sightly’s, and we've done some awesome co-marketing together, so I'm excited to jump in and cover all things marketing and in the travel vertical with Brittany.

Brittany Clauss
Yeah, same here, Alena.

Alena DeSalvo
So Brittany, I like to just have guests kick things off. You have a really cool background in terms of starting in the agency world and then moving to the brand space, working at brands like Hilton and United, so we'd love to just hear about your career journey in your own words, and would really be curious specifically about how your agency background has informed how you approach brand marketing today.

Brittany Clauss
Yeah, absolutely, we'd love to tell you all of that. So like you said, started agency side actually working in New York first, worked at Group M for a number of years, worked at a publicist agency called Spark for a number of years, all out of the New York market, which is just like a great breeding ground. Not only are you an agency, but I think you're building amazing connections while you're in the New York market.

That's where I met so many people that I sort of grew up in this industry with, and I think it's truly the reason that my career has gone the path that it has had I started an agency. Specifically on the agency side, I worked a long time on Taco Bell, I started in video investment back then, it was probably TV investment only before it sort of modified into a much larger vertical that of course it is today. But that really gave me the baseline of everything that I think I've sort of moved into.

In 2018, I moved over to my first brand side role at Hilton, so I actually moved down to DC at the time, Hilton's based in Northern Virginia. And honestly, I think it was really a transformative experience, not only because I think Hilton was a great company, but I truly think one of the biggest, and this is a question I actually get asked a lot, one of the biggest things I think I probably took for granted a bit on the agency side was that I thought I knew what my clients did every day.

Alena DeSalvo
Totally. Reality, you're a small fraction of their day.

Brittany Clauss
Yeah, exactly. I think when your agency side, and one of the reasons it's so great sort of building up this subject matter expertise that I think you get to do every day is because you're spending the majority of your day thinking, planning, doing paid media, meeting with vendors, talking, having sort of additional subject matter expertise conversations with people who are in your field. I think it really does help build that.

When you move brand side, that still is a portion of what you are doing, but it is a much smaller portion, right? So much of my job is actually working to build your team, cross-functionally managing different groups of people, ensuring that people know what you're doing and are bought in on what you're doing so you need their help. Having leadership conversations, ensuring that every sort of the boat is headed in the right direction, if you will.

So that was a huge, I think it took me honestly, like probably a year to sort of figure out some of that. The other thing that I think surprised me probably on the brand side is just how large these companies are. I think agency side, obviously these are very large agencies I worked at or weren't necessarily like mom and pop shops, but you worked every day with a core group of people, especially sort of in your vertical.

And then you of course worked with people on your team. When you work brand side, you're working with like, there's just so many different groups of people that I remember, especially when I worked over, when I moved over to United and we have 107,000 people, both frontline and corporate. I started building out this Excel chart just to understand where people sit and who to go to for what.

So it's just quite complicated. And I think it just becomes a ton of what you do is to really ensure that you start being really great at building those relationships. So again, kind of agency side was a great sort of education ground for that.

Alena DeSalvo
Yeah, no, I totally hear that. And knowing that your role is so multifaceted and huge enterprise organizations like United had all these different hats that people wear. I'm sort of curious within the marketing discipline, how you sort of balance this need for brand storytelling, which as marketers, that's where a lot of our passions lie, but then balance that with having to answer to performance and more kind of like tactical reporting metrics.

Like what does that look like in terms of prioritization?

Brittany Clauss
So starting my career working on Taco Bell, one of their sort of Yum! Brands mantras is sales overnight and brand over time. It's sort of like instilled by this gentleman, Greg Creed a long time ago and kind of still the mantra of a lot of the yum brands today, especially Taco Bell that I was on. And I think I've really taken that to heart over the years and always think about that in the work that I do.

Most of the teams that I've sat on have been more upper funnel focused or consideration focused. However, like there's a lot of work that we do at the end of the day, we still need to show that we are, driving business objectives and goals, especially when we're thinking about maybe campaign specific, like we do a lot of work with tourism boards, for instance. And one of the goals there is of course, to actually drive ticket sales for that specific route, because at the end of the day, that's what the tourism board cares about that you did.

But I think we should never lose sight of actually brand building. It's actually interesting this conversation, because I think it's come up more and more now, was just last week at a conference that was all around culture and sports. And one of the things that I talked about during the panel was actually that I feel like so many brands today have moved to a goal of mass awareness, but without brand building.

So they're getting the talkability, they're putting a whole bunch of celebrities maybe in their spot. So they're getting that awareness, they're probably hitting their engagement goals, for instance, for that specific campaign, but are they actually building their brand over time? And I don't know, I mean, I don't work there, so I don't know for sure on some of them, but I think my inclination would be that some groups have moved a little bit away from thinking about the long-term in an effort to build the short-term.

Alena DeSalvo
And what do you think the key is for sort of bridging that disconnect between awareness for awareness's sake versus having it be connected to brand building?

Brittany Clauss
Well, I know you mentioned storytelling in your question, right? And I think that that's really the key is not losing the sight of the storytelling, even when you're thinking about a conversion goal. We actually ran a campaign last year that we at least internally called our Switchers Campaign, and it was all about getting people to move from another loyalty program from one of our competitors to United.

But we didn't just go out there with a CTA of Switch. That was the ultimate message at the end of the day. We wanted to drive people to united.com/switch. We wanted to tell them that they can take their loyalty status if they were platinum, say on another airline, and they can actually match that at United and go through our channels and start to move into our umbrella. But what we looked at actually in the campaign was that the program itself is not that different. What is different and what we feel really drives brand loyalty at United is United and our product and what we can offer.

And this can be a few different things, whether that's the power of the world's largest network, whether that is simply out of Chicago specifically or some of our hubs, the number of routes that we can offer, whether it's how we have more new planes on order than anyone else. These are the things that are actually driving it. So it's about telling that story holistically, not necessarily just driving people there, even though, again, that's kind of the ultimate goal.

Alena DeSalvo
Totally, yeah. And so you're starting to get into a little bit of the nuance of being in the travel space. It's one that I think is just fascinating as a vertical because so much of travel is tied to emotion more so than other verticals.

It's like surrounding particular milestones, whether that's you're going out to see your cousin's graduation or you're flying for a wedding or like a trip you've saved up for for years. Sort of, what do you feel like are some of the nuances that you have to take into account for marketing in this vertical? And then what are some of the kind of like, things you're cautious of?

Because I feel like it is sort of two-sided in that sense.

Brittany Clauss
I'll kind of hit on the cautious piece first. I think we're very cautious of never kind of going into the territory of wanderlust. I think that that falls into a sea of sameness in terms of creative.

I think it could be anyone who talks about how great that trip was to the Maldives. At the end of the day, we're not the only carrier that goes to some of these destinations. We are to some, right?

And maybe that's the story, is the destination for that specifically. But I think even still with those destinations, we're really conscious of not kind of falling into this like path of wanderlust. Kind of to your first piece of the conversation and just travel in general and how we go about our approach to travel.

I think we really wanna ensure that we're always driving the why United first. I think for instance, like one of the things we talk about internally a lot is how comfort isn't necessarily only how you, the kind of seat you're sitting in, whether maybe you're in economy or Premium Plus or in Polaris, but actually how you're treated by the flight attendants, how you're treated by the pilots specifically. So when we think about travel, it's like those are the pieces, our crew are sort of the star of the show and that's how we pull ourself out of the sea of sameness of all of the travel vertical and just ensuring that we're talking about why people should choose us at the end of the day and not necessarily falling into that destination specific wanderlust creative.

Alena DeSalvo
Yeah, yeah. I think that can be sort of like a default for the vertical and you guys are trying to like pick out that nuance of you as a brand only things that you offer, not like leaning too heavily on the destination.

Brittany Clauss
This is probably true for a lot of categories. I'm sure everyone, when they're kind of thinking about what is our new approach or maybe a new iteration of a platform, sort of throwing up on the wall, what is everything that's out there? What are people talking about?

Every competitor or even people that are just in the travel space, what does their out of home look like? What is their 30 second spots look like? And I think it's too easy to fall into that sea of sameness if you're not careful.

And so ensuring, it takes a ton of discipline, I think to ensure that you're always doing the right thing for your brand and you're not just sort of signing up for things that I think someone else can do well. I think some of our competitors, for instance, do events really well. And I think that's great for them.

I think for us, we really feel like reaching a larger group of people with our message and sticking to the why United piece of the conversation has really been working for us and really helping to build that brand love. I think brand love also is sort of like, actually, I don't wanna take credit for this because this is my creative partner sort of talks about this but she says that building the brand is sort of like a football player who's running through the line with the pads on. It's not going to like completely have you not get hit as you're going through when there is a crisis but it will help you get through the crisis because people love your brand.

I think we love to hear, oh, I'm a United guy. Oh, I'm a card holder. Oh, by the way, I'm global services.

How do I get to be global services? Like these are the things that we really love to hear and love that we're creating more advocates for us as a brand.

Alena DeSalvo
Yeah, I think it's one of those verticals too where people do sort of wear it like a badge of honor. Especially if people travel a lot for work and are really like in that loyalty and points game, they talk about it and like are represented by that. So I'm sure aligning in that way is really smart.

You were starting to touch on in a crisis and I would be remiss to not bring up this is a volatile vertical and things move quickly and you're sort of at the mercy of headlines, weather, delays, all of these things. What does that look like in terms of both long-term planning and having a stance around certain things and then short-term was sort of like, you've used the quote before, you're like moving at the pace of PR.

Brittany Clauss
Yeah, I think one of our strengths as an internal group is that we actually as a brand marketing team sit within corporate communications, which is pretty unique, right? Like at Hilton, we weren't set up that way although we were very connected with communications. But I think, as you said, we're a volatile area.

I mean, we were hit with so many headwinds in 2025, but that wasn't the only year that we had headwinds. We're impacted by things that other groups just aren't like government shutdowns or FAA issues. Like we have to work with different government entities, not only on the federal level, but by the state level and on the local level with all of the airports.

So it's definitely a complicated business to run, which is why I think it's so important for us to be in lockstep with our comms team. They handle the majority of that work internally and we're able to have integrated meetings about what our communications are in terms of a crisis. I think that there's sort of two areas, how we feel like, I don't wanna call them crisis, but the unexpected, right?

Like what are those moments that we can be proactive about and what are those moments that we need to be reactive about? At the same time, I think this is some of the work that we do with you all. So while we can kind of attack both of these buckets, on the proactive lens, we know, okay, we have changes coming.

We have an announcement coming. How do we ensure that we're prepared for that and we're able to get the right message in front of the right customer, using Sightly to ensure that we're being contextual and offering them the best message we possibly can in terms of what's happening. And then there's the reactive, right?

Like there's all the things I just mentioned. There's ATC issues that we had last year in Newark. There's different gate changes that are happening in Chicago.

It's always something. So I think two things. One, while we need to be reactive and ensure that we have kind of an always on level of responsive advertising, we should never lose sight of what that long-term looks like.

We can't just change our plans every single month. That wouldn't be right. That wouldn't really help with that building brand like we talked about earlier.

So I think you kind of have to do both, right? I don't know that, I mean, certainly our brand, but probably most brands that you're talking to, I imagine most of them can't just kind of set it and forget it these days, right? I think most people are having to ensure that they're doing both.

They're servicing what those long-term goals are and ensuring that, again, we're kind of pulling more people into the United fold, ensuring that they become very loyal, sticky customers for us, like get them to be cardholders, get them to know and really feel proud that they're flying United and understand that we are providing a different value than our competitors. And that's kind of where we want them to be. And again, sort of kind of always having to balance both of those things at once.

Alena DeSalvo
Right. So to your point of, you know, you can't change every month. It can't be like a moving target for what your campaigns look like.

Good Leads the Way has been, I mean, how long has that campaign been alive? I feel like it's been sort of core to a lot of your messaging for a long time. So I'd love to kind of hear the background on that and sort of how you've approached strategic partnerships based on that campaign.

Brittany Clauss
We love to. I think this is one of the most fun things about our brand and when I joined United. So, you know, it always is surprising to people when I tell them that actually May of 2022, when we launched our Good Leads the Way campaign was the first time we actually had a brand campaign of this size in over a decade.

So kind of pre-continental merger throws ourself into a completely different bucket of what a campaign would have even looked like at that point, right? And when we were able to sort of use the pandemic to take a bit of a pause and think about how do we wanna reintroduce ourselves to the brand? I think we were able to look at ourselves in a really honest way and, you know, do focus groups, talk to people, what is our strength and what are some of the things that we need to work on as a brand?

And one of the strengths that we realize is our frontline employees. That's what, like I said earlier, they're kind of the star of the show. They're all over our ads, whether it's video, whether it's out of home, utilizing our real employees.

We actually have a whole work stream called Real Good Stories, which is all about real things that our employees are doing every day to service customers. And that platform that we launched, we didn't launch it to be a one and done, right? Our goal was not, okay, this is gonna be for 2022, 23.

And then in 2024, we're gonna reevaluate. We wanted to ensure that it is kind of woven into the fabric of United. We actually just had our leadership conference last week internally at United.

And when our CEO is up on stage talking about that, being Good Leads the Way, you're like, wow, we've done our job, right? When HR has it on their shirts, when we do September of service every year, sort of honoring the annual memory of 9-11 and really putting the United workforce to service, on the back of the shirts, it says, Good Leads the Way, right? It's just a part of us as a brand now.

So I don't see it going away. I see it continuing to evolve with what we're talking about at the time. And maybe we'll have kind of, I think Football Flies United is a campaign that we did this fall.

It's kind of, it doesn't completely default from Good Leads the Way and what we stand for as a platform, but it's a standalone campaign that's all about NFL teams choosing to fly United for their flights to get to their away games.

Alena DeSalvo
Yeah, I love the concept of Good Leads the Way. I think it kind of goes back to what you were saying about not taking the low hanging fruit and just only leaning into Wanderlust. I think sort of this ethos of Good Leads the Way has been such a cool core value for how we're running media for you guys.

It's like, of course, there's gonna be interesting spikes in travel trends and there's things we're gonna own that are sort of the obvious, but then it's like anything that's like positive or reinforcing United's values, you know, like traveling to a concert or things that are sort of like two or three steps removed from the obvious, getting a chance to kind of see those as they unfold. I don't know if you have an example that comes to mind in terms of paid media strategy that's backed by this that you'd like to speak to, but I know a few have come up on our end that just kind of, yeah, reinforcing the values versus just doing the obvious content alignment I think is what's really cool there.

Brittany Clauss
Yeah, I mean, I think that the tagline allows us to sort of fit into the good, like you said, like we can ensure that our brand is sticking to our values. A lot of what we look for in partners, whether that's teams we start to sponsor is actually ensuring that we have those matching values, that we actually stand for the same things that we feel like as a company, as a whole, that we wanna be with. It also allows us to lean into the lead piece, right?

I think that's one thing we've been talking about a ton more. I think in the beginning it was all about the good and how we were flying vaccines when we needed it for COVID, how like the different things that our company does to support World Central Kitchen or Make-A-Wish, right? Those are all pieces of the good and those are things we're gonna continue to do.

Sustainability and how we have the largest investment in sustainable aviation fuel, we actually invest more in it than every other airline combined. Like these are all things that we truly believe in and aren't kind of a, oh, this year, this is our priority and next year it's different. These are our core values.

And then the lead piece, I think just United sort of emerging as not only a profitability leader, but just a leader in the space of aviation, I think has been really evident over the past few years, which is our CEO and how involved he is with making change at the DOT and really pushing for the changes we need in air traffic control. He's at the forefront of a lot of those conversations on sort of behalf of aviation as a whole, all the different conversations that we have to have with different embassies of places we start to fly and the work that's done there. Those are leaders in the space and ensuring we're kind of making that first US mark.

Recently last week, there was actually a panel at the leadership conference that had the US embassy ambassador, excuse me, of Mongolia. And it was just so interesting to hear from him specifically about why this was important for his country, right? It's like, these are just the sort of macro things that you don't think about as probably marketers every day in what we do, but just the impact, I think, that some of these things have that are just outside of the world that we live in on a day-to-day basis.

Alena DeSalvo
Totally. So knowing that your team sort of has this unique structure with sitting amongst the PR team and organic social, and then there's obviously these larger global conversations happening, what's sort of this chain of command of strategic work that your team goes through? How is information filtered?

And then how are you ensuring you guys can move as quickly as you are with breaking news and different strategic initiatives?

Brittany Clauss
I guess it depends on the initiative, right? But I'll give one as an example of where we're really integrated. One of our top priorities as a company is rolling out Starlink across our fleet and just on the storytelling side, on the comm side, it is telling people why that is such a game-changing thing for them and their experience on board.

It's not just free and it's not just fast. Honestly, everyone can say free and fast. It is absolutely game-changing.

I flew my first Starlink flight a few months ago and you can fully stream shows, you can game if you're a gamer, exactly what you are doing on the ground, you can do on board. It is fast, it is free, but it is the absolute fastest. Or even, I fly with my family a lot.

I don't need to spend the small amount of money, but then when you spend $8 for each person and you have a connecting flight, now, okay, all of a sudden that feels like a fee to be on Wi-Fi. Instead, we can get everybody hooked up. I mean, if kids are happy on a flight, I think everyone's happy on a flight.

So that's been a really integrated project. We have some events actually coming up at the end of May that are all about it, but we've had a few media flights so far. And really what the goal is, it's almost like you need to experience it to really understand how game-changing it is.

So that's what we're doing. We're putting media on flights, we're putting influencers on flights. And because there's so many different groups involved and we need to be connected with our safety team, for instance, who's very involved with the FAA and getting all of this aircraft approved.

There's a lot of groups involved and ensuring we're all staying on the same page and kind of creating this as the number one priority. It also helps when our leadership team is really clear about what those priorities are, or like being one of those for us. So we can all march in the right direction.

And because to your point, there are just so many people. So I think that chain of command or that sort of communication web can get complicated really quickly. And I think we also try to just be clear when maybe there's too many cooks in the kitchen who shouldn't be involved in a particular project.

Alena DeSalvo
Yeah, totally. Well, you sold me there. That was a great elevator pitch for that.

I'm not a gamer, but I know that that's typically what would make anything move slower. So if that's possible on a flight, you know you're having like a great streaming experience.

Brittany Clauss
Yeah, like how many people, again, I don't sort of block my Sundays off like some people do, right? But if you do, like you don't need to do that anymore. You can just watch whatever football games you want on Sunday.

If you want to fly during Superbowl, hey, no problem, you know? You can literally do anything that you're doing on the ground on board, which is just awesome.

Alena DeSalvo
Yeah, no, that's really impressive. So that's clearly, you know, an example of a recent initiative. I'm just curious sort of what else 2026 holds for you guys.

And then, you know, beyond that, if there's anything sort of just in terms of like the future of advertising that you're excited by right now, just like looking forward sort of things that you're thinking about. We've gone 25 minutes and not mentioned AI. So I feel like I'm baiting you a little bit there if there's like any thoughts sort of in that space.

But I'm just curious about like what's on your mind for this year and beyond.

Brittany Clauss
Yeah, I mean, so we already talked about Starlink. I think like we'll continue to sort of beat the drum on things like the power of our network and how we are the world's largest airline, continue to talk about our employees. The other thing, and this is always a nuance of aviation, sometimes we announce something and then it's a pretty long time between the announcement and when someone can actually experience it on board.

But last May, we had an event in New York where we announced our new elevated interior. This was all about 140 wide body Dreamliner airplanes that we have on order and how there's going to be doors in Polaris and wooden courts in Polaris and 27 inch 4K screens in our newly announced Polaris studio. But like, we're not forgetting about economy.

I think that's, I think the biggest message is what I would want people to take away from like why we feel United is different is it's value for all. So even if you're coming in and you buy a basic economy ticket, which is sort of our competitor, the ultra low cost carriers, ensuring that if you're looking at a Spirit or a Frontier ticket, that we can be competitive with that. But once you get on board, you have a screen at everyone's seat, like everyone else that's 4K and it's actually the largest screen in economy in the world.

So it's these sorts of things that we wanna ensure we're talking about to people. And I think that will definitely be a piece of our communications this year. In terms of what I'm excited about with marketing in general, I mean, to your point, I think we would be remiss.

I think what we're seeing with partners like you on a few other AI driven partners that we've tested is they're just far in a way. Like I mentioned that I started my career in TV investment, right? Like we were, okay, I wanna be in this program.

I wanna have this ad and we were looking at our plans and it was just a completely different world. We're now able to just understand consumers so much better, understand their behavior, not what they're telling us, but what they're doing. And we're able to sort of put ourselves in the right place at the right time.

Like with you all, we talked about that on the Sightly platform. There's other partners where you can literally insert yourself into specific scenes, right? I think this stuff is just like, this is the sort of future of where we're going.

That said, I think we shouldn't forget about all of the fundamentals, right? I think like sometimes like probably similar to the conversation about what people had 10 or so years ago, everyone threw a hundred percent of all of their money into acquisition. It was like, oh, all of a sudden they lost their brand building, right?

Like what is the new mix and how does that continue to change? We didn't have channels like Rideshare for instance, or sort of like the whole world of retail media networks, you know, maybe a little bit ago that wasn't necessarily a place that would have made a ton of sense for us. But now United has our own retail media network, Marriott launched their own retail media network, right?

Like how is this space going to evolve? And what is the future of personalization and ensuring that we can actually use that data really smartly? And what's the chain of all of that personalization?

How do we just start connecting the dots a bit more? That would just be like a holistic goal of mine is like we work with our agency, Cara, but we also run media internally on our acquisition side of the business. Our co-brand business is run a bit different out of Dentsu X in partnership with our Chase partners.

So there's a lot of different things happening all at once. And you imagine that probably not all dots are connected. So how do we connect them better?

I imagine AI is going to be a really great tool for us to do that.

Alena DeSalvo
Yep, and I think also not falling into the trap of customization or personalization just for the sake of it. Like, I feel like we are just leagues ahead of where we thought we'd be probably two, three years ago in terms of what's possible for, especially in the creative world, but it's like, just because you can, does it mean you should? And most importantly, not doing things at the loss of sort of your core brand and that consistency.

And I think that's sort of the biggest risk that brands and advertisers face now is if they're getting so leaned into emerging tech and losing sort of what their core values are and making sure they're living accordingly.

Brittany Clauss
Yeah, exactly. We can't lose sight of the fundamentals. At the end of the day, we can have the best strategy in the world.

If we don't actually activate it well, it's not going to matter. So it's how all of the pieces sort of work and blend together and ensuring that we're always thinking about things holistically and always trying to look at ourselves honestly and say, how can we improve? I think so many, when we are, when United is doing well as a brand, when we do feel like we're creating great work as a brand marketing team, I think it's easy to potentially have some groups get complacent.

And I don't think that that's anyone that I'm working with's idea of where we should go from here.

Alena DeSalvo
Yeah, from my experience, your team is wonderful to work with and everybody's sort of navigating with those core values and moving in sync, which is always awesome to see. I think that's a great note to end things on.

I did want to do one fun question to end the episode. Obviously, you work in the travel space.

I know from talking to your colleagues, you guys have amazing travel benefits. So I wanted to just ask as this last question, what your favorite trip is that you've ever been on? And then what's next on your bucket list for travel?

Brittany Clauss
My favorite, so right before, it's kind of like I went on this trip to Ireland in March of 2020, and we all know what happened in March of 2020. So it sort of feels a little bit like the life before, and also just this amazing trip that we had in what feels like a different lifetime. At this point, we actually flew back on the day that the borders closed.

So just an incredible experience. We spent time in Dublin and Galway, and then went up to Northern Ireland. I mean, I found Belfast just incredibly interesting about just all of the differences in the town and how the gates close.

So that was just a truly interesting experience for me, and just very timely. During COVID, I also gave birth to two children. So I feel like now I'm just a different person, right?

Again, I'm just sort of a different life ago. The next trip, we have a few on the docket. The one that I think I'm most excited about is probably after the holidays this year, we're going to head over to Germany and do like about 10 or so days in Germany as a family of four.

So that'll be really exciting.

Alena DeSalvo
Oh, amazing. How old are your kids?

Brittany Clauss
Almost four and five.

Alena DeSalvo
Okay. You're brave. That'll be a great core memory for them though.

Yes.

Brittany Clauss
But you know what? They've become pretty good travelers. I'm from Jersey originally, live in California now, and work at an airline.

So my kids have definitely spent a good amount of time on the plans for being four and five.

Alena DeSalvo
I'm sure. Well, thank you so much for joining me today, Brittany. It was great chatting with you.

Brittany Clauss
Yeah, you too, Alena.