New York Airfinance Conference Presentation

April 2008

Managing in a High Cost Energy World

Arne Haak, AirTran Holdings, Inc.

Exhibit 99.1

Safe Harbor

Certain

the

statements

contained

herein

should

considered

“forward-looking

statements,”

including

within

the

meaning

the

Private

Securities

Litigation

Reform Act of 1995. These forward-looking statements may be identified by words such as “may”, “will”, “expect,”

“intend,”

“indicate,”

“anticipate,”

“believe,”

“forecast,”

“estimate,”

“plan,”

“guidance,”

“outlook,”

“could,”

“should,”

“continue”

and similar terms used in connection with statements regarding the outlook of

AirTran Holdings, Inc., (the “Company”

or “AirTran”). Such statements include, but are not limited to, statements about the Company’s: expected financial

performance and operations, expected fuel costs, the revenue and

pricing environment, future financing plans and needs, overall economic condition and its

business

plans,

objectives,

expectations

and

intentions.

Other

forward-looking

statements

that

not

relate

solely

historical

facts

include,

without

limitation,

statements that discuss the possible future effects of current known trends or uncertainties or which indicate that the future effects of known trends or uncertainties

cannot be predicted, guaranteed or assured. Such statements are

based upon the current beliefs and expectations of the Company’s management and are subject to

significant risks and uncertainties that could cause the Company’s actual results and financial position to differ materially from the Company’s expectations. Such

risks and uncertainties include, but are not limited to, the following: the Company’s ability to grow new and existing markets, the Company’s ability to maintain or

expand

cost

advantages

comparison

various

competitors,

the

impact

high

fuel

costs;

significant

disruptions

the

supply

aircraft

fuel

and

further

significant

increases

fuel

prices;

the

Company’s

ability

attract

and

retain

qualified

personnel;

labor

costs

and

relations

with

unionized

employees

generally

and

the impact and outcome of labor negotiations; the impact of global instability, including the current instability in the Middle East, the continuing impact of the U.S.

military presence in Iraq and Afghanistan and the terrorist attacks of September 11, 2001 and the potential impact of future hostilities, terrorist attacks, infectious

disease outbreaks or other global events that affect travel behavior; adequacy of insurance coverage; reliance on automated systems and the potential impact of any

failure or disruption of these systems; the potential impact of future significant operating losses; the Company’s ability to obtain and maintain commercially

reasonable terms with vendors and service providers and its reliance on those vendors and service providers; security-related and insurance costs; changes in

government legislation and regulation; competitive practices in the industry, including significant fare restructuring activities, capacity reductions and in-court or out-

of-court restructuring by major airlines and industry consolidation; interruptions or disruptions in service at one or more of the Company’s hub or focus airports;

weather conditions; the impact of fleet concentration and changes in fleet mix; the impact of increased maintenance costs as aircraft age and/or utilization increases;

the Company’s ability to maintain adequate liquidity; the Company’s ability to maintain contracts that are critical to its operations; the Company’s fixed obligations

and

its

ability

obtain

and

maintain

financing

for

operations,

aircraft

financing

and

other

purposes;

changes

prevailing

interest

rates;

the

Company’s

ability

operate

pursuant

the

terms

any

financing

facilities

(particularly

the

financial

covenants)

and

maintain

compliance

with

credit

card

agreements;

the

Company’s

ability

attract

and

retain

customers;

the

cyclical

nature

the

airline

industry;

economic

conditions;

risks

associated

with

actual

potential

acquisitions

other

business transactions including the Company’s ability to achieve any synergies anticipated as a result of such transactions and to achieve any such synergies in a

timely manner, and other risks and uncertainties listed from time to time in the Company’s reports to the Securities and Exchange Commission. There may be other

factors not identified above of which the Company is not currently aware that may affect matters discussed in the forward-looking statements, and may also cause

actual results to differ materially from those discussed. All forward-looking statements are based on information currently available to the Company. Except as may

be required by applicable law, AirTran assumes no obligation to publicly update or revise any forward-looking statement to reflect actual results, changes in

assumptions or changes in other factors affecting such estimates. Additional factors that may affect the future results of the Company are set forth in the section

entitled “Risk Factors”

in the Company’s Annual Report on Form 10-K/A for the period ended December 31, 2007, which is available at www.sec.gov and at

www.AirTran.com.

We are different from other low cost carriers

History of successful growth and profitability

Demonstrated ability to manage economic downturns

Adapting to record high fuel

Slowing growth

Cost reductions

Unit revenue increases

CAPEX reduction

How will Delta/Northwest affect AirTran?

Today’s Discussion

Successful diversification and growth

Both a hub and a significant point to point network

Consistently profitable

Extremely low non-fuel unit costs and high quality service

Unique product with Business Class on every flight

Stable and experienced management team

How Is AirTran Different

264 departures in June 2008

Atlanta Is The World’s Largest LCC Hub

100

200

300

400

500

600

700

800

900

1,000

1,100

AAI -

Atlanta (2000)

UAUA -

San Francisco

LCC -

Philadelphia

LUV -

Baltimore

JBLU -

New York

LUV -

Phoenix

LCC -

Phoenix

AMR -

Miami

LCC -

Chicago

AMR -

Chicago

LCC -

Charlotte

LUV -

Las Vegas

UAUA -

Denver

CAL -

Newark

AAI -

Atlanta (2008)

NWA -

Detroit

NWA -

Minneapolis

UAUA -

Chicago

CAL -

Houston

AMR -

Dallas

DAL -

Atlanta

Mainline Departures

Regional Departures

Boston

Buffalo

Newark

New York City

Philadelphia

Washington, D.C. (IAD)

Newport News

Dayton

Ft. Lauderdale

New Orleans

Houston

Bloomington

Moline

Minneapolis

Flint

Atlanta

Chicago

Akron/

Canton

Dallas/Ft. Worth

Memphis

Greensboro

Tampa

Ft. Myers

Orlando

Miami

Jacksonville

Savannah

Myrtle Beach

Raleigh/Durham

Raleigh/Durham

/Durham

Durham

Gulfport/Biloxi

Fort Walton Beach

AirTran Network 2000

Cities:

Routes: 38

Portland

Boston

Dallas/Ft. Worth

Newark

Ft. Lauderdale

West Palm Beach

Sarasota

San Juan

Pensacola

Tampa

Ft. Myers

Miami

Dayton

Pittsburgh

Memphis

Houston

Las Vegas

Phoenix

Denver

San Francisco

Seattle

White Plains

Successful Diversification –

Network 2008

Cities:

Routes: 170

Minneapolis

Milwaukee

St Louis

Indianapolis

Kansas City

Bloomington

Moline

Orlando

Buffalo

Akron/

Canton

Flint

Detroit

Chicago

Newburgh

Wichita

Los Angeles

San Diego

Daytona Beach

Jacksonville

Charleston

Savannah

Raleigh/Durham

Raleigh/Durham

/Durham

Durham

Charlotte

Philadelphia

New York City (LGA)

Washington, D.C. (DCA)

Washington, D.C. (IAD)

Baltimore

Newport News

Burlington

San Antonio

Atlanta

Gulfport/Biloxi

New Orleans

Richmond

Rochester

Orlando

Atlanta

Baltimore

Tampa

West Palm Beach

Newport News

Akron /

Canton

Boston

Ft. Lauderdale

Indianapolis

Chicago

Dayton

Las Vegas

Rochester

Flint

White Plains

Sarasota

Ft. Myers

Destinations Served for 2008

Milwaukee

Pittsburgh

New York City (LGA)

Detroit

Network Scope Improves Cost And Revenue

(cents)

While legacy costs are down, gap remains large

* Excludes fuel and special items

Industry Cost Comparison

Non-Fuel Unit Costs at 695 Miles for the Full Year 2007

AirTran Has Very Low Costs

5.75

6.00

6.25

6.50

6.75

7.00

7.25

2001

2002

2003

2004

2005

2006

2007

2008E

* Excludes non-recurring special items

(cents per mile)

AirTran’s Non-Fuel Unit Cost Trend

Consecutive

Year

Cost

Reductions

AirTran

JetBlue

Southwest

Northwest

Frontier

Continental

Alaska

United

American

Delta

JetBlue

AirTran

Frontier

Northwest

Southwest

Continental

United

Alaska

American

ATA

JetBlue

AirTran

Independence

Southwest

United

America West

Northwest

Continental

Alaska

American

JetBlue

Alaska

Southwest

America West

US Airways

Northwest

Continental

AirTran

United

ATA

JetBlue

AirTran

Southwest

United

Alaska

America West

Northwest

American

Continental

ATA

10.

2005

2004

2003

2006

Based on DOT reports for on-time performance, denied boardings, mishandled baggage, and customer complaints

AirTran Delivers Both Low Costs And High Quality

Airline Quality Rating for Major Carriers

Wichita State University / University of Nebraska, Omaha

* Not ranked prior to 2003

2007

AirTran Has A Unique Product

Business class on every flight

Assigned seating

Over 150 channels of free digital XM Radio

Friendly Crew Members

Broad distribution

AirTran.com

Reservations

Travel agencies

100

120

2003

2004

2005

2006

2007

2008E

WTI Crude Oil

(Cost per Barrel)

Oil Is Once Again Dramatically Changing Our Business

21% of

expenses

25%

32%

36%

37%

46% @ $106 Oil

April Crude Oil Contract traded at $86.34 as recently as 02/07/08

40%

48%

51%

48%

20%+

10%

20%

30%

40%

50%

60%

Q108

Q208

Q308

Q408

2009

(Percent Hedged)

AirTran Has Increased Its Fuel Hedging

$3.05 to

$3.10

$2.85 to

$2.90

$2.85 to

$2.90

$2.85 to

$2.90

@ $2.89/gal

148

141

137

127

105

Aircraft

Currently 141 Aircraft: 87 717s / 54 737s

20%

24%

28%

19%

22%

ASM

Growth

Revised Strategy For A High Cost Oil World

175

161

147

100

150

200

2003

2004

2005

2006

2007

2008

2009

2010

717s

737s

Proposed Fleet Reductions

Current Fleet Reductions

ASM

Growth

PAX RASM

Growth

Reduced Growth Is Already Improving Unit Revenues

6.9%

20.5%

21.3%

20.9%

15.6%

10.8%

-0.5%

9.4%

2.8%

-5.1%

10%

15%

20%

25%

Q107

Q207

Q307

Q407

Q108

-12%

12%

ASMs

PAX RASM

Numerous legacy fare increases since 2007

AirTran has also increased prices

7 fare increases since September 2007

Fuel surcharge implemented in November 2007

Increased in January 2008

Ancillary fees have also increased

Seat assignment fees

Change / cancel fees

Call center fees

Second bag fee (Beginning in May 2008)

Purchase exchange transfer credits

Weak economy will also create share shift to low cost carriers

AirTran traffic up over 19% YTD

Room to further improve load factor

High Oil Prices Are Forcing Fares Higher

Will provide benefits to low cost carriers

Redundant domestic capacity will be cut

Will likely result in a wider cost advantage for AirTran

Well positioned to take advantage of divestitures

Main issue behind M&A desire is to eliminate redundant domestic capacity

Limited domestic profitability for legacy airlines at $70 oil

If not done through M&A, oil and a weak economy will force additional legacy

reductions

Industry M&A Outlook

Salt Lake City -

DAL

Las Vegas -

LCC

Legacy Hub Redundancies

Significant Redundant Legacy Capacity

San Francisco -

UAUA

Los Angeles -

UAUA

Chicago -

AMR

Denver -

UAUA

Detroit -

NWA

Chicago -

UAUA

Minneapolis -

NWA

Cincinnati -

DAL

Milwaukee -

NWA

Indianapolis -

NWA

St. Louis -

AMR

Houston -

CAL

Dallas -

AMR

Miami -

AMR

Atlanta -

DAL

Newark -

CAL

Philadelphia -

LCC

NYC

(JFK)

DAL

Washington,

(IAD)

UAUA

Memphis -

NWA

Cleveland -

CAL

Baltimore -

AAI

Atlanta -

AAI

Orlando -

AAI

Charlotte

LCC

Phoenix -

LCC

1998: AirTran unprofitable despite record industry profits

Restored profitability in 1999

1999: Tired, aging fleet and under $10MM in unrestricted cash

Smoothly re-fleeted to all 717 fleet by 2003

$100MM in cash by January 2000

2000: $230MM in debt maturities due in 2Q01

Successfully recapitalized the company

2001: 9/11

Emerged stronger by lowering costs and capitalizing on legacy domestic

retrenching

Expanded network into Baltimore and Florida

AirTran Has Managed Adversity And Emerged Stronger

2002-2003: Overcame ValuJet stigma

Now a highly regarded low cost airline

2004-2005: Fuel rises from $30 to $55 (21% of expenses to 32% of expenses)

and Independence Air trashes East Coast yields

Continued to lower non-fuel unit costs to the best in the industry

Increased revenues

Capitalized on continued legacy domestic restructuring and expanded network into

the West

2008: Fuel rises from $75 to $100+ per barrel

Focused on reducing capacity growth, increasing unit revenues and continuing to

lower non-fuel costs

Low costs will allow us to further capitalize on capacity reductions

AirTran Has Managed Adversity And Emerged Stronger

AirTran is a different kind of low cost carrier

Unique product, extremely low costs, and tested against adversity

Current oil prices will dramatically change our business

Capacity will come out one way or another

Fares will rise

Likely to create share shift to low cost carriers

Recasting the company to be successful in the current environment

Young, fuel efficient fleet

Industry leading low costs

Well positioned to capitalize on opportunities

Summary