Three years is a long time in the travel industry, but especially so for Thomas Cook, after going through a torrid time in terms of staff morale, industry and consumer opinion of the business and a tanking share price.
But group CEO Harriet Green is on a mission to put the company back on track. Goodbye, cheesy TV ads by C-list celebs, hello to a new Thomas Cook. Well, at least that's the idea.
In management consultancy lingo, this is all about strategic "turnarounds", being "high-touch" and improving "footprints".
At a corporate level, Green's first eight or so months in the job have been a relative success - the group's London-listed share price last week passed £1 for the first time in almost two years.
Cue some obvious but relatively muted joy (it had announced plans to lay off 2,500 staff just the week before) at a media briefing last week from Green and her chief financial officer, Michael Healy (ex-Kwik Fit Group).
But there is a lot of back-tracking going on, as Green and her new team look to repair the damage (not their words, but hinted at strongly) created by the previous management team, in particular her ousted predecessor Manny Fontenla-Nova.
There is a new Digital Advisory Board being talked about glowingly, though why such an entity didn't exist before and why pretty much admit the very same by announcing its formation, has left a few scratching their heads.
Perhaps it is because there is so much to fix.
It was in early-2010 that Fontenla-Novoa started touting around the idea that ThomasCook.com could become one of the leading online travel agencies in Europe.
A business unit was formed, people hired, promises made.
But as Fontenla-Novoa's reign started coming to an end in the summer of 2011, with the share price hitting a Mariana Trench-like low point, so did the idea that Thomas Cook could compete against the likes of Expedia (the company Fontenla-Novoa frequently name-checked when talking about the OTA).
Now, all talk of powerful OTAs is a played down by Green. In fact, she's extremely critical of the way the project was taking shape back in 2010/2011, conceding that having a completely separate business to drive the OTA was "an extraordinary way to run things".
The OTA may have had "great talent" within it, Green says, but essentially it was competing against the rest of the company - a collection of businesses which were already being run in a "siloed" fashion.
Now, Thomas Cook's IT worl is all about moves to create a single "web platform" across the organisation, "60-minute web training" for executives, online communities for customers and a suite of mobile apps coming on-stream in a few months.
The online conundrum hasn't gone away, but the hyperbole has shifted - Thomas Cook now wants to be "leading tour operator online penetration" within three to five years, rather than setting lofty goals of competing against the likes of Expedia and, perhaps more importantly in the world of build-your-own trips rather than pre-packaged holidays, Booking.com.
"We have no desire to be an OTA," Green says firmly.
The company, however, has stated that it has a target of more than 50% of bookings coming via the web by 2015, though the details of how it will do that are still unclear (probably still on the white-board of the advisory board and other interested onlookers).
Behind the scenes on the tech front there will be an emphasis on dynamic packaging (including 20,000 bookable hotels on the system), component-based pricing, new yield management tools and a "globally scalable architecture".
The company plans to invest some £60 million per year over the next three years to achieve its goals on the digital front and will scale back from running 44 consumer-facing websites to focusing on just three core sites.
Although the web and IT obviously feature rather prominently in the new Thomas Cook strategy, there are a lot of other issues to contend with, including air fleet capacity and reorganising where to focus its energies in terms of destinations (and a line-item in its strategy to push "concept hotels").
Beyond the management consultancy lingo (Cook, inevitably, hired McKinsey late-last year as advisors), many will see the strategy as the most coherent to come out of Thomas Cook in many years.
Goodbye, hyperbole, hello realism perhaps...
NB: Watch the full Capital Markets presentation made by Green et al to investors and financial institutions last week (1 hour and 43 mins) below: