Author: MollyBabitz

By Leslie Bensen, Founder and CEO, Departure Media Airport Advertising

Non-aeronautical revenues are more important to airports than ever before, and amongst the most important of these revenue streams is advertising. In order to see the highest return on an airport’s advertising infrastructure, it is critical to avoid the pitfalls.

As a cost-cutting measure, it may be tempting to manage this operation in house. However, there are a number of operational as well as financial reasons why this might not always work out for the best.

Firstly, without specialist experience, an in-house team is unlikely to understand the complexities of the program – what works, where it works and why it works. This expertise could be in the technical side of things, such as knowing what screens are best suited for digital displays, or expertise on where dwell time is at its highest, allowing for more impactful advertising locations.

Secondly, an external specialist’s only job is airport advertising, ensuring that they have ample time to dedicate to the program. Too often, when taken in house, the responsibility of managing the advertising program ends up in the hands of an individual or team managing an already overwhelming number of spinning plates. Assigning it to an agency ensures enough effort is dedicated to it and that it can be managed from a zoomed-out perspective, ensuring a cohesive program that complements the flow of the airport journey, as opposed to splitting it up into portions.

Finally, perhaps one of the most unique challenges that an external body is better positioned to deal with than an in-house team is the issue of sponsorship versus advertising. We come face to face with many airports who have talked themselves into a corner by forming relationships with local partners where – due to factors such as their role in the local community (a hospital for example) – the airport has blurred the lines between sponsorship and advertising, and therefore is unable to clearly designate space and pricing as an advertiser due to the murky waters. An external hand is apolitical and able to step in, navigate these waters and negotiate a fair and equitable solution that is respectful to all partners and values both the airport advertising space and the relationship between airport and local partners.

There is often a huge amount of untapped potential awaiting airports who use advertising intelligently. By handling it with the care it needs, airports can see a jump in profitability, customer satisfaction and productivity.

Leslie Bensen is founder and CEO of Departure Media Airport Advertising, the only out of home (OOH) advertising company in the US that focuses exclusively on airports. With more than 36 years’ experience, Leslie leads her team in creating advertising display programs that improve passenger experience and complement terminal aesthetics. Leslie can be contacted at lcbensen@departure-media.com.

DISCLAIMER

This article was provided by a third party and, as such, the views expressed therein and/or presented are their own and may not represent or reflect the views of Airports Council International-North America (ACI-NA), its management, Board, or members. Readers should not act on the basis of any information contained in the blog without referring to applicable laws and regulations and/or without appropriate professional advice.

By Kelly Onyedebelu,  Cybersecurity Leader, Bridewell

Airports today are digitally integrated ecosystems where every system, from baggage handling to public announcements, works in concert to move people and goods efficiently and safely. That interconnectivity brings incredible operational benefits, but it also introduces new points of vulnerability. As technology continues to evolve, so must our approach to securing it.

Recent incidents at airports around the world underscore how cyber threats are no longer limited to isolated IT disruptions. Instead, they can have broader impacts across physical infrastructure from HVAC and flight information systems to access control and baggage equipment. While these risks are real, so are the opportunities to build resilience through thoughtful strategy and industry collaboration.

The Foundations of Cyber Resilience: People, Process, and Technology

Cybersecurity is often thought of as a technology challenge, but true resilience comes from aligning people, processes, and technology. These three pillars reinforce one another in that people follow and refine processes, processes guide the use of technology, and technology enables people to protect systems and respond to incidents.

Too often, technology is deployed in  critical infrastructure environments without tailoring it to operational realities. For instance, out-of-the-box configurations may leave default passwords or open ports active on critical systems. Resilience requires more than installing tools. It requires configuring them purposefully, with a clear understanding of how they support safe and secure airport operations.

It is equally important that policies and procedures keep pace with evolving technology. Incident response and business continuity plans should define clear roles and responsibilities, especially when new systems are introduced.

A Culture of Collaboration and Shared Accountability

People are often described as the weakest link in cybersecurity, but that overlooks the value of cross-functional collaboration. Effective protection depends on integrating IT, maintenance, operations, and leadership teams into a shared understanding of risk and response. This means going beyond annual training requirements and fostering a culture of preparedness.

Tabletop exercises and real-time simulations can help teams better understand interdependencies across departments. Practicing these scenarios not only improves incident response, it helps teams identify communication gaps, sharpen protocols, and build trust before a real event ever occurs.

Communication is just as vital as detection. Ensuring that employees understand their role in identifying, reporting, and responding to cyber risks enhances awareness at every level. When people, process, and technology work together as a coordinated ecosystem, airports are better positioned to safeguard operations and protect public trust.

Building Forward Together

Airports are cornerstones of national infrastructure. Protecting them from emerging cyber threats is a shared responsibility across all industry stakeholders. As new technologies like AI and automation are integrated into operations, our collective approach must emphasize agility, resilience, and shared accountability.

Bridewell remains committed to fostering this culture of collaboration across airport leaders, solution providers, and government partners. Together, we can strengthen the digital foundation of our aviation system and continue delivering safe, reliable service to the public every day.

Kelly Onyedebelu is a cybersecurity leader with global experience across critical national infrastructure including aviation, transportation, and energy. He supports organizations with strategic guidance and technical implementation, drawing on a background in operations, compliance, and risk management. Kelly is recognized for advancing security in critical environments and driving organizational resilience.

DISCLAIMER

This article was provided by a third party and, as such, the views expressed therein and/or presented are their own and may not represent or reflect the views of Airports Council International-North America (ACI-NA), its management, Board, or members. Readers should not act on the basis of any information contained in the blog without referring to applicable laws and regulations and/or without appropriate professional advice.

By Bryan Houck, ECP Executive Director, Extra Credit Projects 

In today’s competitive travel landscape, airports must think outside the terminal and embrace the role of experience orchestrators. Today’s customers increasingly expect seamless, digitally assisted journeys that begin long before they step into the security line. Successful airports employ data-driven marketing strategies designed to shepherd travelers from the initial spark of inspiration through research, planning, booking, and post-purchase engagement. By understanding this full consumer buying cycle, airports can influence decisions earlier, capture greater market share, increase on-premises purchases, and strengthen long-term brand loyalty.

Inspiring Travel

The first stage of any journey is emotional, not transactional. Travelers are scrolling, dreaming, and exploring before making concrete plans. Airports rarely optimize for this phase, but they are missing out on a strategic opportunity. By partnering with conventions, Visitors Bureaus and airlines, as well as creating compelling social content about new routes or seasonal destinations, airports can position themselves as the perfect launchpad for a dream vacation. Messaging and storytelling should tap into emotions to encourage daydreaming and curiosity. Offering ideas for nonstop destinations can help guide the traveler from vague interest to concrete consideration. Seasonality is also an important communication point, reminding travelers of upcoming holidays and how timing matters when planning a trip. The ultimate goal is to get travelers to envision themselves at their desired destination to drive them from the inspiration phase to the planning phase.

Preparing for Takeoff

Once travelers shift from dreaming to evaluating options, they crave clarity and confidence. This is where airports can transform from passive infrastructure to active enablers. Transparent messaging delivered at the right time will help travelers make informed decisions on how to get there, when to go, and how to get the best convenience and value. Encourage them to make timely bookings without coming off as too pushy or promotional, while acknowledging that they have shifted from inspiration to action. When executed properly, this will make them feel more confident in their decision to use your airport over nearby competitors. The latter is especially true when you communicate the convenience of flying closer to home and avoiding layovers in larger hubs. This is when planning turns into booking.

Reducing Stress and Driving Onsite Purchases

The booking of a trip is not the end of the conversation–in many ways it’s just the beginning. Reduce anxiety and stress by touting onsite amenities such as parking, security wait times, concessions, accessibility options, and terminal layout. Some ideas for communication points in the post-purchase phase include encouraging passengers to:

• Download the airport’s mobile app (if available)
• Pre-book parking
• Reserve wheelchair assistance in advance
• Pre-plan dining option and retail shopping
• Take advantage of unique airport features such as sensory rooms, pet-focused facilities, Military Welcome Centers, etc.

Airports that maintain a helpful tone and anticipate traveler needs can reduce stress and increase satisfaction, even after the trip has ended. Post-visit surveys can capture valuable operational insights, loyalty messaging reinforces a traveler’s’ relationship with the brand, and personalized re-engagement nudges through e-promos and social posts can prompt future bookings or new route exploration.

The call to action is simple: create marketing and customer-experience strategies that treat the traveler journey as a continuous lifecycle rather than isolated moments. This requires coordinated digital infrastructure, data-driven personalization, and cross-department collaboration. The payoff is higher customer satisfaction, greater revenue, and a stronger brand position in the mind of consumers. When airports guide travelers thoughtfully from inspiration through post-purchase, we don’t just support the journey—we elevate it.

Extra Credit Projects (ECP) is a full-service marketing agency powered by ideas and committed to serving our clients. For 20 years, ECP has helped businesses develop brands, tell stories and create campaigns that drive results. Our team provides a range of creative solutions, brand strategy, and media planning services.

DISCLAIMER

This article was provided by a third party and, as such, the views expressed therein and/or presented are their own and may not represent or reflect the views of Airports Council International-North America (ACI-NA), its management, Board, or members. Readers should not act on the basis of any information contained in the blog without referring to applicable laws and regulations and/or without appropriate professional advice.

By Paulette White, Project Manager, TADERA

Introduction – Are Your Badging Processes Really Keeping Your Airport Safe?

When passengers think of airport security, they picture TSA checkpoints and uniformed officers. But the most important layer of security often goes unnoticed: the credentialing process for airport staff, managed by your trusted agents.

And yet, history has shown us that insider threats – from employees smuggling prohibited items to contractors exploiting outdated access controls – are among the hardest risks to detect. The question airport leaders must ask is not just: “Are we compliant?” but rather: “Are we truly secure?”

The answer lies in taking a multi-pronged approach that combines identity verification, continuous vetting, and routine audits.

1. Identity Verification – The First Line of Defense

Manual processes — paper forms, spreadsheets, and siloed systems — leave airports exposed to fraud and human error. Overlooked steps in identity verification could result in an unauthorized individual being granted access to restricted areas.

That’s why leading airports are turning to digital identity verification solutions:

• AI-powered document validation ensures IDs are authentic and match applicant data.
• Biometric information such as fingerprints and facial recognition is captured seamlessly via photo kiosks, removing manual errors from the process.
• Centralized identity records replace outdated spreadsheets and ensure that each individual has one secure, traceable profile.

These innovations don’t just speed up the process — they drastically reduce risks by eliminating duplication, fake credentials, and manual oversight errors.

2. Continuous Vetting – Security That Doesn’t Stop at Issuance

Issuing a badge is only the beginning. Insider threats often emerge after someone has been credentialed. An employee might pass the initial background check but later commit an offense that should revoke their access. Without continuous vetting, airports remain blind to these risks until it’s too late.

With continuous vetting, airports gain:

• Real-time integration with DACs and TSA databases, ensuring ongoing monitoring of all credentialed staff.
• Automated alerts when an individual’s status changes — from expired training certifications to criminal history record checks (CHRC) updates.
• Faster action on compliance violations, reducing the window of opportunity for malicious insiders.

This approach aligns with 49 CFR Part 1542 and TSA directives, but more importantly, it empowers airports to move from a reactive to a proactive stance.

3. Routine Audits – Shining a Light on Hidden Risks

Compliance audits have a reputation for being time-consuming and stressful. But with insider threats on the rise, they’ve become a critical tool for identifying gaps. Audits can uncover expired badges that were never returned, misused credentials, or access patterns that raise red flags.

The challenge? Manual audits drain resources and are prone to oversight. That’s where automation changes the game:

• Audit-ready dashboards provide instant compliance snapshots.
• Violation and incident tracking ensures a clear trail of accountability.
• Automated reporting tools generate TSA-compliant reports in minutes, not days.

By making audits routine and less burdensome, airports transform them from a box-checking exercise into a strategic shield against insider threats.

The Bigger Picture – Why Airports Need to Go Beyond TSA Compliance

TSA regulations set a strong foundation, but today’s reality demands more. Cybercrime, insider collusion, and increasingly sophisticated fraud schemes mean that minimum compliance is no longer maximum protection.

Forward-thinking airports are embracing a multi-layered strategy:

• Digital identity verification at onboarding
• Continuous vetting with DAC integration
• Routine, automated audits that never let risks linger

This holistic approach not only strengthens security but also improves efficiency. By using identity management software,  airports streamline badge processing and free staff to focus on high-value security tasks.

Conclusion – Insider Threats Don’t Wait. Neither Should You.

Airports operate in one of the most security-sensitive environments in the world. Insider threats aren’t hypothetical — they’re real, evolving, and often difficult to detect with outdated systems.

The key to staying ahead isn’t just more checkpoints — it’s smarter credentialing and continuous oversight. By embracing digital identity management, airports can create a layered defense that not only meets TSA requirements but exceeds them.

With AirportIQ Secure Credentials, airports gain the peace of mind that their trusted agents, contractors, and staff are not just credentialed once — but continuously monitored, verified, and secured.

About the Author:

Paulette White is the Project Manager for TADERA’s AirportIQ Secure Credentials software. She is a dedicated aviation security professional with over 20 years’ experience in the aviation industry, specializing in employee credentialing, program and project management and risk assessment.  She previously spent more than 20 years at the City of Chicago Department of Aviation, where she oversaw badging and launched the airport’s first-ever compliance program.

DISCLAIMER

This article was provided by a third party and, as such, the views expressed therein and/or presented are their own and may not represent or reflect the views of Airports Council International-North America (ACI-NA), its management, Board, or members. Readers should not act on the basis of any information contained in the blog without referring to applicable laws and regulations and/or without appropriate professional advice.

By, Herbert Barnes, Product Director, TADERA,

Introduction: The Revenue Challenge

Airports are more than just transportation hubs — they’re complex businesses managing diverse streams of revenue. From retail concessions, parking, advertising, and long-term property leases, each transaction contributes to the bottom line. Yet too often, airports use fragmented systems to track these transactions.

Many airports still rely on spreadsheets, disconnected billing tools, or legacy systems that aren’t built for the specific needs of airports. The outcome is predictable: delayed invoicing, revenue leakage, compliance risks, and frustrated tenants. Finance teams spend more time reconciling data than analyzing it, and executives lack the visibility needed to make strategic decisions.

At the same time, the industry faces growing pressure to diversify non-aeronautical revenue and comply with accounting standards like GASB 87. Without the right tools, these pressures can feel insurmountable. That’s where integrated airport property and lease management software becomes transformative.

The Case for Integration

Siloed systems don’t just slow down processes — they cost airports money. Every missed lease renewal, every missed rate increase, every delayed invoice, and every manual error chips away at profitability. For CFOs and COOs, the question isn’t whether revenue is being lost, but how much.

An integrated airport finance software platform addresses these challenges head-on:

• Accuracy: Manage lease terms, tenant data, and billing rules in one system, reducing the risk of errors.
• Efficiency: Automated billing and receivables processes replace weeks of manual effort.
• Transparency: Executives gain real-time visibility into aeronautical and non-aeronautical revenue streams.
• Compliance: Built-in GASB 87 functionality ensures accounting accuracy and audit readiness.
• Tenant Satisfaction: Digital portals make it easier for tenants to pay, report, and manage their accounts.

This isn’t just about better tools — it’s about creating a connected financial ecosystem. Airport leaders at some of the world’s largest airports have found success with business and revenue solutions that can unify property, lease, and billing operations into a single source of truth.

Key Features of Modern Solutions

Modern airport revenue management solutions go far beyond simple invoicing – they empower  finance leaders with insights and automation that drive growth.

1. Real-Time Financial Insights

Dashboards and analytics provide instant visibility into revenue performance, tenant obligations, and cash flow projections. Finance leaders can see the most profitable leases, delinquent tenants, and trends in non-aeronautical activities.

2. Automated Billing & Receivables

Manual invoicing is a thing of the past. Whether it’s rent, utilities, landing fees, or concession revenue, airports can generate invoices automatically tied directly to agreements. Built-in accounts receivable tools track balances, apply payments, and even calculate late fees, dramatically improving collections efficiency.

3. GASB 87 Compliance

The new lease accounting standards have added layers of complexity to airport finance. With automated GASB 87 workflows, airports can classify leases, calculate valuations, and generate audit-ready reports in minutes — not weeks.

4. ERP & General Ledger Integration

Disconnected systems lead to duplicate entries and reconciliation headaches. An integrated ERP platform ensures financial data flows accurately across the organization, with all transactions properly recorded in the general ledger.

5. Tenant Self-Service Portals

Empower tenants to update contacts, access invoices, make secure payments, and even submit concession sales reports online. This not only improves tenant experience but also accelerates collections and reduces staff workload.

Together, these capabilities allow airports to shift from reactive financial management to proactive revenue optimization.

Airports that have implemented integrated business and property management solutions have benefited from:

• Optimized space utilization and revenue generation.
• Automated invoicing processes, cutting billing cycles from weeks to days.
• Reduced receivables aging by introducing a tenant self-service portal.
• Automated alerts for critical dates (renewals, rent escalations, option periods), centralized document storage, and standardized approval workflows reduce risk and ensure no revenue opportunities are missed. Eliminated compliance headaches with automated GASB 87 reporting.

This results in both cleaner books and a cultural shift – by minimizing repetitive clerical work, the property management team could focus on strategic portfolio optimization, tenant relationship management, and proactive lease negotiations. Property managers can now monitor lease agreement milestones such as rent escalations, option exercise deadlines, and lease renewals in real-time, preventing revenue leakage and maximizing the value of every square foot of airport real estate.

Conclusion: Next Steps for Airport Property and Finance Leaders

As the revenue landscape for airports evolves, aeronautical fees alone can no longer sustain growth, and airports need to focus on non-aeronautical revenue optimization and compliance-critical processes like GASB 87.

Airports that continue to rely on fragmented systems will struggle to keep pace. Those that adopt integrated airport property and revenue management systems will enjoy stronger cash flow, greater compliance confidence, and sharper decision-making power.

For CFOs, COOs, and finance leaders, the choice is clear: integrated solutions like TADERA ABRM are no longer optional — they’re essential.

About the Author:

Herbert Barnes is the Product Director at TADERA, where he plays a key role in the development of TADERA’s financial software suite, including Airport Business & Revenue Manager (ABRM). His expertise spans system implementation, change management, and strategic planning, enabling organizations to leverage enterprise technology to achieve their business objectives.

DISCLAIMER

This article was provided by a third party and, as such, the views expressed therein and/or presented are their own and may not represent or reflect the views of Airports Council International-North America (ACI-NA), its management, Board, or members. Readers should not act on the basis of any information contained in the blog without referring to applicable laws and regulations and/or without appropriate professional advice.

Young aviation managers – tomorrow’s leaders – continue to show they can extract lessons from the stories of 9/11’s aviation heroes and apply them to meet challenges in their personal and professional lives.

The Human Resiliency Institute at Fordham University, Airports Council International – North America and sponsor SSP America partnered in 2025 to expand the “Reclaiming the Sky” Resiliency Program to build on gains from the first two years of the program and help aviation’s future leaders hone their resiliency skills.

Young Professionals, those under forty years of age who work in middle management jobs at airports and airport service companies across the US and Canada, were invited to read the stories of aviation heroes profiled in the book, “Reclaiming the Sky,” by Tom Murphy, and participate in a workshop with aviation mentors to explore the lessons of resiliency.

As a follow up, they were offered a chance to compete in an essay competition to express what they learned. Three winners were announced this week and will be presented with their awards of $1000, $500 and $250 at the 2025 ACI-NA & ACI World Annual General Assembly, Conference and Exhibition.

The winners selected by a panel of aviation leaders are First Place: Tori Carroll, Security and Badging Special at Syracuse Regional Airport Authority; Second Place: Matthew Hall, Procurement Manager at Greenville-Spartanburg Airport District; and Third Place, Allison Gilbert, HR Business Partner, Metropolitan Airports Commission, St Paul, Minnesota.

Their winning stories can be read at ReclaimingTheSky.com.

Young Professionals were given free Ebook copies of “Reclaiming the Sky” and a chance to read the stories of airport and airline employees who came to work in New York, Boston and Washington, DC on the morning of 9/11 expecting a normal day, only to find that “just doing my job” was to become the creed of heroes. The stories tell how the front-line aviation employees responded with courage, selflessness and resiliency that day and in the weeks and months that followed to rebuild their lives and reclaim hope – while helping to get the country moving again.

The top award, the “Susan M. Baer Award,” is named for Susan Baer who was General Manager of Newark Liberty Int’l Airport on 9/11.

In addition to cash prizes, first, second and third place essay winners have earned free registration to ACI-NA’s annual conference in Toronto in October to meet with today’s leaders and build their network of aviation contacts.

The project, which supports the development of the next generation of aviation leaders, is planned for expansion in 2026 as part of commemorating the 25^th anniversary of 9/11.

The program included 25 young professionals who spent time reading and writing about the events of September 11^th and the resiliency by leaders in the years since.

Thank you to the judges Cedrick Fulton, Virginia Buckingham, Erin Humphreys, Jennifer Juul, Debbie Roland, and Toni Knisley who worked tirelessly to judge the essay contest.

For more information, visit ReclaimingTheSky.com. For airports and aviation companies looking to participate in the expansion in 2026, contact Tom Murphy at Tom@edge4vets.org.