Rick Seaney, co-founder of FareCompare.com - is a world-class air travel expert.
FareCompare.com presides over a kingdom of sophisticated software that searches out fares and destinations at a billion combinations per query - while keeping track of 500 airlines serving more than 270,000 markets around the globe.
And all of Rick's data is updated continuously - in real-time.
No wonder he's the media's go-to guy for all things air travel. He's got the answers. And he loves to share his knowledge.
That's why Rick and the team created FareCompare.com - to help everyone become an air travel expert, and get the best deals first -- every time they fly.











My take on the failure of Clear is that the program was not optimally marketed. First, as a frequent flyer myself, the only time I saw the program “advertised” was seeing the Clear contraption at those 18 airports (these 18 airports were not the best selections as it were). I’m not sure if the program was directly advertised to large businesses that could benefit from saving their executives time. If it wasn’t, the program should have. Second, the price was too low. Assuming there are 3 million business travelers (out of 35+mm in U.S.), that fly at least twice a month, that save 15 minutes of time with Clear, and that make $100k per year. Then $200 per year is a great deal from a time value/cost perspective. (6hr time saving X $60/hr = $360 time value is greater than the $200 cost). Further on price, the target users (or should have been) of Clear, the road warrior executive business folks, are not as price elastic as less frequent travelers/leisure travelers. Hence, Clear, in my estimate, could have gotten $500 to $750 per TARGETED user. If Clear would of charged this price, gone after the top 25 airports (2/3rds of all airport volume), and advertised to corporations/business travel magazines, Clear might still be around.