Category: Operations

Getting to the Airport: New GAO Report Highlights Challenges and Opportunities in Accessing the Airport

Posted on | by ScottElmore

For millions of travelers, the airport journey begins long before they reach the terminal curb. It starts on highways, access roads, parking decks, and increasingly on buses and trains designed to reduce congestion and make travel easier. But a new report released today by the Government Accountability Office (GAO) suggests that while public transit access to U.S. airports is more common than many travelers realize, convincing people to actually use it remains a challenge.

In its analysis, Accessing Airports: Available Public Transit Options and Efforts to Promote Their Use (GAO-26-107817), which was required under the FAA Reauthorization Act of 2024, GAO examined how travelers and airport workers get to and from 51 U.S. commercial service airports, including all large hub airports and a sample of small and medium hub airports. The findings paint a nuanced picture: public transit connections are widespread, particularly at large airports, but private vehicles still dominate the way most people access the airport.

According to GAO, nearly every major U.S. airport offers some form of public transportation. Rail service is especially prevalent at large hubs, where metro, light rail, or commuter rail systems often connect terminals directly to downtown areas or regional networks. Medium and small airports are more likely to be served by bus service, linking terminals to nearby cities or transit centers.

Yet availability does not automatically translate into use. GAO found that transit ridership among passengers and airport employees varies widely but remains relatively low. Travelers frequently cite convenience, travel time, cost, and the ease of navigating luggage as key factors when deciding whether to take transit or drive. For many passengers, especially those traveling in groups or on tight schedules, personal vehicles and rideshare services still feel like the simplest option.

These choices have real consequences. As passenger volumes continue to grow, access roads and curbfronts at many airports are under increased pressure. Congestion during peak travel periods can ripple through entire regions, affecting not only travelers but also airport operations and surrounding communities. GAO’s report highlights how greater use of transit could help ease that strain, reduce vehicle emissions, and improve overall passenger flow.

The report notes that many airports are experimenting with new ways to encourage transit use, including clearer wayfinding, real-time transit information, partnerships with local transit agencies, and targeted marketing campaigns aimed at both travelers and airport employees. Some airports have introduced dedicated airport-branded bus routes or improved connections between rail stations and terminals to make transit options more visible and intuitive.

The report stops short of prescribing one-size-fits-all solutions, acknowledging that geography, regional transit funding, and passenger demographics all shape what works at a given airport. Still, the takeaway is clear: while transit connections are already in place at most U.S. airports, unlocking their full potential will require continued coordination, investment, and passenger communication.

Why This Matters to the Airport Industry

How passengers and airport workers reach the airport is no longer an ancillary issue.  It is a core operational, economic, and customer experience challenge. As congestion on access roads grows and traveler expectations evolve, ground transportation has become inseparable from an airport’s operational efficiency.

The upcoming surface transportation reauthorization in Congress this year is critical for airports to underscore these needs. ACI-NA has advocated for the bipartisan Don’t Miss Your Flight Act (S. 1966 and H.R. 3754), for airports to have dedicated funding streams for critical ground access improvements, upon which both transit and vehicular traffic rely. ACI-NA’s 2025 Infrastructure Needs Study shows airports need more than $19 billion through 2029 for ground access projects.

The GAO study provides fresh information on why airport funding needs must be prioritized as part of surface transportation reauthorization and beyond. The airport industry’s advocacy will help ensure a more seamless journey for air travelers and airport workers for years to come.

Photo courtesy of the Ontario International Airport.

Airports Are Preparing for Snowstorm Impacts as Winter Weather Moves In

Posted on | by ScottElmore

A major winter storm is forecast to bring snow, ice, and dangerous road conditions across many parts of the United States, potentially affecting flights and airport operations in the coming days.

For travelers, that could mean delays, cancellations, and longer-than-normal travel times. For airports, it means shifting into full winter operations mode.

Across the aviation system, airport operations teams are closely tracking weather updates and coordinating with airlines, air traffic control, and federal partners to keep the traveling public safe and informed. For airports, winter weather preparations typically include staging snow removal equipment, treating airfield surfaces, supporting aircraft de-icing operations, and ensuring crews are ready to respond in rotating shifts as conditions change. In many cases, airport and airline teams will be working around the clock to maintain safe operations, keep runways and taxiways as clear as possible, and support passengers inside terminals.

While airports are designed to operate in challenging conditions, winter storms can disrupt carefully timed flight schedules, especially when heavy snow coincides with strong winds or rapidly dropping temperatures. Conditions at one airport can also ripple across the entire airport system, creating delays far beyond the storm’s footprint.

Throughout the event, safety remains the number one priority, and airports will continue to make real-time operational decisions based on conditions on the airfield and in surrounding communities.

Three travel tips for passengers

  1. Check your flight status before heading to the airport: Your airline’s app or website will have the latest flight updates, rebooking options, and gate changes.
  2. Plan for slower travel to the airport: Snowy roads and reduced visibility can impact access routes, parking, and shuttle service timing, so give yourself extra buffer time.
  3. Pack essentials in your carry-on: Weather disruptions can mean longer waits. Keep chargers, medications, and a few necessities with you in case plans change.

Airports are prepared to do what they do best: respond, adapt, and keep travelers moving as safely and efficiently as possible, even when winter weather has other plans.

Halifax Stanfield’s new international arrivals space pairs a stronger sense of place with smarter connections

Posted on | by ScottElmore

 

For many travelers, the airport arrivals hall frames the first real moment of a destination. At Halifax Stanfield International Airport, that first impression now carries a clear message: welcome to Nova Scotia, and welcome to Mi’kma’ki.

Halifax Stanfield International Airport last week celebrated the grand opening of its newly completed International Connections Facility (ICF), unveiling a renovated international arrivals space designed to reflect the culture and identity of the province while also strengthening the airport’s international connectivity. The milestone marks the final phase of the project, following the opening of the upper-level last year.

“The construction of the new ICF enabled us to reimagine the international arrivals experience,” said Dean Bouchard, Vice President, Airport Planning and Development at Halifax International Airport Authority (HIAA). “As a key opportunity to demonstrate the culture and heritage of Nova Scotia to travellers arriving here, we knew it was important to create a strong sense of place that pays tribute to the very first peoples of these lands.”

That emphasis on place-making is increasingly common as airports modernize terminals not only to move people efficiently, but to serve as community gateways as spaces that reflect local history, art, and identity. In an era when airports are competing for new service and travelers have higher expectations for what a “welcome” feels like, terminals are becoming part of a region’s narrative, not just its infrastructure.

But Halifax Stanfield’s ICF isn’t only about aesthetics. The airport says the project will support increased passenger traffic and cargo capacity, improve international-to-domestic connections, and strengthen Halifax Stanfield’s position as a Canadian gateway, an important step as Atlantic Canada looks to expand access to global markets and build economic resilience through stronger transportation links.

Those practical benefits, from smoother connections to greater cargo capability, are the type of outcomes increasingly tied to airport modernization projects across the industry: improvements that support passenger experience, but also strengthen supply chains and regional growth.

That framing was echoed by Minister of Transport Steven MacKinnon, who highlighted the broader impact of the investment.

“Our government is proud to support projects that strengthen Canada’s supply chains and improve connectivity for travellers and businesses alike,” MacKinnon said. “The new International Connections Facility at Halifax Stanfield is a perfect example of how strategic investments can enhance efficiency, and position Canada as a global gateway. These improvements will help move people and goods faster and more reliably, creating economic opportunities for communities across Atlantic Canada and beyond.”

The project was supported through a mix of partners and funding sources, with Transport Canada contributing $8.3 million, the Government of Nova Scotia investing $3 million, and HIAA contributing more than $6.5 million.

What distinguishes Halifax’s renovation, however, is how intentionally the new space was shaped by community collaboration. Halifax Stanfield says the redesigned international arrivals area was built through in-depth Mi’kmaq community engagements, with the goal of creating an authentic arrival experience centered on Mi’kmaq culture and the traditions of Mi’kma’ki.

Inside the refreshed facility, that identity is expressed through signature pieces created by local Mi’kmaq artists, including a 26-foot flooring centerpiece featuring an eight-pointed star designed by Stephen Francis of Eskasoni. The space also includes a living wall of live plants and artwork by Mi’kmaq artist Alan Syliboy of Millbrook across six pillars, along with 14 drums from Syliboy’s Daily Drum collection featured along the upper walls.

The result is a space that aims to do two things at once: support the efficient movement of people and goods and ensure that for international travelers arriving in Halifax, the first experience of the region is one rooted in welcome, meaning, and a genuine sense of place.

Airports Take the Stage at U.S. Chamber Global Aerospace Summit

Posted on | by RyanMadsen

By Seth Cutter, Vice President of Industry Affairs, ACI-NA, and Ryan Madsen, Communications Manager, ACI-NA

The U.S. Chamber of Commerce’s Annual Global Aerospace Summit convened top aviation, aerospace, and defense leaders and policymakers in Washington, and Airports Council International – North America (ACI-NA) sponsored this event to highlight the vital role that airports play in the U.S. aviation industry. 

This year, ACI-NA President and CEO, Kevin M. Burke, moderated two panels of interest to airports.  

Airport infrastructure and priorities in focus: One panel featured Chris McLaughlin, CEO of Dallas Fort Worth International Airport (DFW), Alexis Higgins, CEO of Tulsa Airports Improvement Trust, and Jack Potter, President/CEO of the Metropolitan Washington Airports Authority. 

  • Burke and these airport leaders discussed the importance of airports to the National Airspace System (NAS) and the effects of aging infrastructure, noting: “airports in the United States support 12.8 million jobs and generate $1.8 trillion in economic output, but we face more than $174 billion in infrastructure needs over the next five years. That’s why modernization is not optional — it’s essential.”  
  • Potter noted how important it is for all aviation stakeholders to rally behind U.S. Department of Transportation Secretary Sean Duffy and FAA Administrator Bryan Bedford in implementing a brand new air traffic control system; he stressed that “there’s nothing we could prioritize more than modernizing air traffic control. Everyone who flies is dependent on that system working well, and we must make the investments now to ensure the future.” Potter also emphasized that the NAS must be able to provide the capacity for growth demanded by airport users and local communities while ensuring safety.  
  • Higgins noted the planned 2027 opening of a new tower at Tulsa’s airport, illustrating how a resilient workforce there has found ways to keep air traffic moving safely. McLaughlin also highlighted airport investments in security measures, such as the partnership with TSA at DFW and ATL around One-Stop Security screening, which is being tested with certain airlines for flights inbound from London Heathrow. 

All three airport leaders noted the importance of the workforce on airport operations and aviation safety, highlighting the need to build out a talent pipeline for positions beyond air traffic controllers. 

 

Improving the customer experience: The second airport-focused panel focused on efforts to enhance the passenger experience in aviation. 

  • Thyatiria Towns, deputy commissioner for the Chicago Department of Aviation, highlighted the $1.3 billion investment in passenger facilities at Chicago O’Hare in an effort to enhance the customer journey and Chicago’s community-based approach. “What we do in Chicago is always community-based first — bringing in local artists, small food vendors, and spaces for mom-and-pop shops — while also integrating new technologies to enhance the passenger experience,” said Towns.  
  • Jason Trojacek, director, digital business solutions, North America, at Avolta, highlighted how technology being used at airport concessions can ease passenger anxiety and deliver digital hospitality. “A majority of travelers experience some sort of anxiety as they go through the airport. Our goal is to use technology to eliminate that friction and keep the traveler at the center of everything,” said Trojacek.  
  • Heather Garboden, SVP and Chief Customer Officer at American Airlines, stressed her airline’s digital-first approach, explaining how information and experiences are delivered via app and help make airline staffing more efficient, for instance, at check-in and ticket counters.  

 

FAA highlights priorities for ATC reform 

Many other aviation stakeholders took the stage, as well. FAA Administrator Bryan Bedford opened the Summit, stressing his call to modernize the agency and highlighting the urgency of and focus on implementing the brand new air traffic control system. He noted that the agency’s 14 business units are heavily siloed. He approaches modernization in three buckets. 

  • People: FAA’s workforce is fatigued, and the NAS is at a saturation point. Congress’ approval of $12.5 billion in the One Big Beautiful Bill Act is a needed downpayment for ATC modernization, but efforts to supercharge FAA hiring are critical; more funding will be needed.  
  • Technology: The NAS largely runs on a decades-old analog system; a digital architecture is needed, and this is where Congress’ help will be important. Bedford noted 4,500+ FAA facilities connected by copper wire that need to have fiber wires laid. Permitting for this work and upgrading technology must be streamlined—all while operating the current system safely.  
  • Airspace Redesign: FAA tries to keep pace with industry’s cycle of innovation, but—especially with advanced air mobility (AAM) and other new entrants, like eVTOLS—the innovation cycle is faster, and FAA must be agile. Commercial space flight, drones, counter UAS, supersonic aircraft, and more demand new ways of thinking of how airspace is managed.  

 

Congressional leaders support aviation industry priorities  

Congressional leaders were also featured at the Summit. 

  • U.S. House Transportation & Infrastructure Committee Chair Sam Graves (R-MO) and Ranking Member Rick Larsen (D-WA) reiterated their committee’s bipartisan work to support DOT and FAA in the overhaul of the air traffic control system, with Graves saying ‘everything’ needs updating. Larsen noted the urgency of the task and indicated a desire to spend what money Congress appropriates on equipment and systems, and not consultants. Both leaders also stressed new entrants in AAM, noting that last year’s FAA Reauthorization Act demands innovative thinking; they underscored that safety is their committee’s fundamental priority.  
  • U.S. Congressman Troy Nehls (R-TX), chair of the House Aviation Subcommittee, also stressed the importance of ATC reform and new entrants, specifically Boom Supersonic. He said reforms to NEPA processes to cut regulation are vital.   
  • U.S. Senator Jerry Moran (R-KS), chair of the Senate Commerce Subcommittee on Aviation, noted the significant investment in air safety following January 29 but also noted concern about tariff impacts on the industry and the importance of workforce training and mental health resources—especially for the demanding work of air traffic controllers. 
  • U.S. Senate Commerce Committee Chair Ted Cruz (R-TX) discussed the importance of American leadership in aviation, space, and technology, highlighting Congress’s commitment to ATC reform via the $12.5 billion downpayment from this summer’s legislation. 

 

Other speakers echo focus on ATC reform, workforce development, and more 

Other aviation stakeholders, ranging from airline CEOs to local leaders, addressed topics important to airports and the industry.  

  • Tom O’Leary, CEO of JetZero, stressed the importance of working with stakeholders, including airports, in moving projects forward that will shape the industry’s future; he noted the $4+ billion investment his company is making in a manufacturing facility in Greensboro, North Carolina, at Piedmont Triad International Airport (PTI) as an example of this collaboration.  
  • Ross Perot Jr. stressed the importance of American leadership and innovation in aviation. He gave an account of how the Alliance Airport in Fort Worth, Texas, came together quickly—both as an idea and then to be built—as a public-private partnership. 
  • Louisville, Kentucky, Mayor Craig Greenberg discussed innovative workforce development solutions, such as Academies of Louisville, that provide training for career pathways serving in-demand jobs in STEM, manufacturing, logistics, and beyond. 
  • In an Air Cargo Outlook panel, Captain Houston Mills with UPS stressed how important AI may be to innovating logistics and global supply chains. 
  • A panel with leaders from Airlines for America, the National Business Aviation Association, and others talked about the industry’s unity around air traffic reform via the Modern Skies Coalition, of which ACI-NA is part, as well as the importance of aviation to the American economy—highlighting that aviation manufacturing being a global business has helped stakeholders understand the impact tariffs may have on the industry.  

It’s a unique time in U.S. aviation—a doubling down on the need to modernize, a focus on the workforce needed to support the safe and efficient operation of the NAS, and new entrants promising continued innovation. Now more than ever, the Voice of Airports® must remain a vital part of the conversation, as it was at the Summit this week. 

Modernizing Aviation Resilience: Strengthening the Digital Backbone of Our Airports

Posted on | by MollyBabitz

By Michael J. Rothschild, Senior Cybersecurity Marketing Leader & Visionary, Armis and Russell Yeager, Director of Airport Strategy for the U.S. Public Sector and North American Airport Market, Armis

Recent air traffic control and other operational disruptions at North American airports serve as a timely reminder that as aviation infrastructure becomes more connected and digitally advanced, so too must our approach to resilience. These incidents are not just technical events.  They highlight the urgency and opportunity to proactively modernize and protect both the physical and network systems we rely on every day.

A Complex, Interconnected Ecosystem

Airports today are dynamic, digitally driven environments. Far more than transit points, they are hubs of interconnected technologies, ranging from traditional IT systems and operational technologies (OT) to an expanding universe of Internet of Things (IoT) devices. Each of these is managed by one or more of the various stakeholders operating at an airport, from federal agencies and airport authorities to airlines and concessionaires.

This convergence of these various people, processes and technology plays a role in the seamless movement of people and goods. With various stakeholders responsible for their management, ensuring visibility and coordination across the entire ecosystem becomes increasingly important.

A Shared Responsibility for Operational Resilience

While recent system outages were not the result of cyber incidents, they underscore the importance of continuous oversight and coordination of network defense. Whether the cause is aging hardware, configuration issues, or digital anomalies, all aviation stakeholders share a responsibility to foster operational and cyber resilience.

The aviation sector plays a critical role not only in passenger transport but also in national security, global commerce, and emergency response. Disruptions can have wide-reaching effects underscoring the need for early detection, coordination, and modernization across our technology systems.

Moving from Reactive to Proactive

Today’s aviation environment requires more than incident response.  It calls for predictive and preventive strategies, and education throughout the aviation community to raise awareness about cyber threats and the necessity for good cyber hygiene. Proactively monitoring the health of digital assets and identifying risks before they lead to disruptions can help maintain the high standards of safety and reliability the public expects.

For example, detecting a degrading radar component or an overlooked IoT device configuration can make the difference between routine maintenance and major service interruption. Building this level of awareness takes collaboration, tools, and a shared commitment to improvement.

A Path Forward: Collaborating for a Secure Future

The way forward is clear: as our aviation infrastructure grows smarter, it must also become more secure and resilient. This is a collective challenge—and a shared opportunity—for all stakeholders at the airport. Together, we can evolve our approach to reflect the realities of our increasingly digital landscape.

Here are five actions stakeholders can take today to build a stronger foundation for the future:

  1. Establish Comprehensive Visibility Across All Technologies
    From IT systems to legacy OT and IoT devices, a full understanding of the technology footprint is essential to managing risk.
  2. Adopt Risk-Based Vulnerability Management
    Use threat intelligence and asset criticality to prioritize mitigation efforts, moving beyond periodic scans to continuous evaluation.
  3. Foster Cross-Functional Coordination
    Break down organizational silos by aligning cybersecurity efforts across IT, OT, facilities, and operations teams.
  4. Implement Real-Time Monitoring and Early-Warning Capabilities
    Detect issues before they escalate. Early insights help teams act with agility and reduce the likelihood of major disruptions.
  5. Continuously Update and Exercise Response Plans
    Practice builds resilience. Regular scenario testing ensures preparedness across all critical systems, minimizing potential impact.

As we look ahead, it’s clear that securing the future of aviation will require continued investment, collaboration, and modernization. By working together—airports, airlines, regulators, technology partners, and other industry stakeholders—can build a more resilient aviation ecosystem that not only keeps pace with innovation but leads the way.

 

Michael J. Rothschild – Senior Cybersecurity Marketing Leader & Visionary
Michael J. Rothschild is a seasoned cybersecurity marketing executive with over two decades of experience driving growth, innovation, and thought leadership across the industry’s most transformative security companies. Currently serving as Vice President of Product Marketing at Armis, the leading asset intelligence cybersecurity platform, Michael plays a pivotal role in shaping the go-to-market strategy and product evolution for Armis Centrix™.
Beyond his executive roles, Michael is a recognized speaker, trusted advisor, and passionate educator. He serves on advisory boards for cybersecurity programs at Ithaca College and Rutgers University, has taught marketing at Yeshiva University, and holds multiple certifications including Ethical Hacking, CompTIA Security+, and Pragmatic Marketing.
Whether guiding a high-growth startup through a category-defining rebrand or leading marketing through complex acquisitions, Michael brings clarity, creativity, and credibility to every stage of the cybersecurity marketing journey.

 

 

Russell Yeager – Strategy Director of Airports
Russell Yeager serves as the Director of Airport Strategy for the U.S. Public Sector and North American Airport Market at Armis, The Cyber Exposure Management & Security Company. In this capacity, Russell is focused on the convergence of IT, OT, and IoT within airport critical infrastructure and promoting comprehensive cyber risk management.
His background in the airport space includes design, engineering, and integration of airport security solutions, particularly baggage handling systems, CBIS, and consolidated checkpoint systems. This unique perspective informs his passion for securing airside cyber physical systems in partnership with airport and aviation customers.

 

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.

The benefits of ‘best of breed’

Posted on | by MollyBabitz

By Chad Leqve, Vice President of Strategy and Chief Growth Officer, Copenhagen Optimization

Chad Leqve, Vice President of Strategy and Chief Growth Officer at Copenhagen Optimization, shares his thoughts on how today’s operational pressures at U.S. airports underscore the urgent need for better use of data, analytics, and planning. He also emphasizes that the architecture behind the technology used to support these functions is not just a technical detail—it’s a strategic choice.

 With passenger volumes expected to surpass pre-pandemic levels globally this year, airport infrastructure is under immense strain. Longer lines, delayed flights, and increasing traveler dissatisfaction reveal a system stretched to its limits. To meet rising demand without depending solely on costly capital projects, airports must embrace smart, data-enabled strategies. In today’s environment, integrating analytics into airport operations isn’t optional—it’s essential. It allows airports to solve current problems and prepare for future opportunities, all while improving the traveler experience.

This transformation requires more than just adopting new tools; it demands a shift in mindset—one that treats data, planning, and analytics as core components of day-to-day operations.

For decades, airports have relied on monolithic systems that bundled Resource Management Systems (RMS) and Airport Operational Databases (AODB) into a single solution. RMS ensures the right resources—gates, stands, ticket counters—are available when needed, while the AODB serves as the central hub for storing and distributing real-time operational data.

These solutions were once sufficient, but airport operations have evolved. Expectations have grown, and operations now extend well beyond the traditional use cases of gate and baggage management. Modern airports need solutions that are scalable, easy to maintain, resilient to failure, and adaptable to new operational demands.

Today’s challenges require a best-of-breed approach, where airports select specialized, modular systems that excel in their individual domains rather than relying on a one-size-fits-all product. While this may seem more complex at first, it actually reflects a more accurate architecture: RMS and AODB are functionally distinct, and there is no technical necessity to bundle them together.

Modular architectures allow airports to:

  • Choose the best technology for each specific task
  • Upgrade or scale components independently
  • Isolate and resolve issues faster
  • Tap into niche expertise rather than relying on generalized vendor support

This architecture fosters flexibility, innovation, and operational excellence—from curb to gate.

A compelling example is JFKIAT, which has adopted a holistic, integrated approach to airport operations. By implementing a suite of Copenhagen Optimization’s Better Airport RMS modules, JFKIAT now manages check-in, forecasting, security, baggage, virtual queuing, border control, and gate management with precision.

These systems are complemented by Airport Hive, a modular, cloud-based AODB developed by UK-based Azinq. This partnership exemplifies the benefits of combining leading-edge solutions tailored to specific operational needs.

As airport demands grow more complex, success will depend on the ability to integrate specialized tools into a cohesive operations ecosystem. Airports—large and small—can unlock greater efficiency, agility, and traveler satisfaction by demanding more from their systems and breaking free from outdated monolithic constraints.

The path forward is clear: embrace modularity, leverage data strategically, and build the operational backbone that tomorrow’s airports require.

 

Chad Leqve brings over 29 years of experience in the airport industry, tackling complex operational, planning, and policy challenges. As former Vice President of Operations and Management at the Minneapolis Metropolitan Airports Commission, he oversaw Minneapolis-St. Paul International Airport and six general aviation airports. There, he led a strategic shift to data-driven, performance-based operations, launching new programs in training, analytics, planning, and asset management. Chad now serves as Vice President of Strategy at Copenhagen Optimization, with a focus on the North American market.

 

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.

Fireside Chat Recap: ACI World Director General Justin Erbacci on the Future of Global Airports

Posted on | by ScottElmore

At the International Aviation Club’s latest luncheon in Washington, D.C., Kevin Burke, President and CEO of Airports Council International – North America (ACI-NA), sat down for a fireside chat with Justin Erbacci, Director General of ACI World. The discussion touched on the evolving role of ACI World, the biggest challenges facing airports today, and what the industry must do to remain competitive in an increasingly globalized and technology-driven aviation landscape.

ACI World’s Expanding Role on the Global Stage

Since taking the helm of ACI World in September 2024, Erbacci has prioritized strengthening advocacy, enhancing global collaboration, and driving innovation in airport operations. As the voice of the world’s airports before international bodies like ICAO and IATA, ACI World is preparing for the upcoming ICAO Triennial Assembly in September 2025, where key policies affecting airport sustainability, safety, and capacity will be debated.

Addressing Safety and Security in a Changing Threat Landscape

With recent security incidents making headlines, Erbacci emphasized that safety and security remain the foundation of global aviation. He highlighted ACI World’s APEX safety and security programs, which provide peer-driven assessments and best practices to help airports maintain the highest operational standards. While aviation remains one of the safest modes of transportation, continuous investment in technology, training, and regulatory alignment is essential to address evolving threats.

Capacity Optimization

Airports are facing capacity constraints. ACI’s latest projections indicate that global passenger traffic will reach 17.7 billion by 2043, nearly doubling by 2053. To accommodate this growth, airports must expand infrastructure while adopting more sustainable operations.

U.S. Airports and the Global Competitive Landscape

With five of the world’s ten busiest airports located in the United States, American aviation remains a dominant force. However, China is set to surpass the U.S. in total passenger traffic by 2053, signaling a shift in global aviation dynamics.

To stay competitive, U.S. airports must prioritize infrastructure investment, innovative financing models, and non-aeronautical revenue opportunities, such as enhanced retail and hospitality experiences. As Erbacci noted, airports must evolve beyond being simple transit hubs and become destination experiences in their own right.

Managing Growth Through Smarter Slot Allocation and Technology

With rising passenger demand and growing slot constraints, airports need better tools to optimize capacity and improve efficiency. ACI World is advocating for modernizing the Worldwide Airport Slot Guidelines (WASG) to align with today’s market needs while investing in automation, AI-driven traffic management, and workforce development to streamline operations.

The Next Generation of the Passenger Experience

Finally, Erbacci highlighted the growing expectations of travelers for seamless, stress-free, and personalized airport experiences. ACI’s recent ASQ Global Traveller Survey found that passengers are increasingly looking for automated processes, premium service offerings, and sustainability-focused travel options. As airports continue to innovate with biometric screening, AI-powered personalization, and eco-conscious design, the future of air travel will be shaped by the industry’s ability to meet these evolving demands.

Looking Ahead

With ACI World leading the charge on global policy, sustainability, and operational excellence, airports must embrace innovation and collaboration to navigate the challenges ahead. Whether through capacity expansion, sustainability initiatives, or enhanced passenger experiences, the conversation made clear that the next decade will be transformative for the aviation industry.

 

Dolliole and Miller Launch Airport Minority Leadership Initiative

Posted on | by ScottElmore

Last month at the 2024 ACI-NA/AAAE Washington Legislative Conference, ACI-NA Chair Kevin Dolliole and AAAE Chair Perry Miller announced a new initiative called Soaring Scholars: Airport Minority Leadership Initiative, which aims to increase the percentage of minorities in leadership roles at U.S. airports. Dolliole, Director of Aviation for Louis Armstrong New Orleans International Airport and Miller, President and CEO of Richmond International Airport, launched this initiative to recruit, educate, and develop the best and brightest students beginning in high school, through college, and into management training positions at airports across the United States.

It will be established as an independent non-profit organization that will focus on four key strategies.

  • Identify minority high school students who are interested in the airport industry and demonstrate promising leadership talent
  • Partner with colleges and universities to create pathways to assist students in their pursuit of higher education in either aviation or any other relevant field
  • Provide students with leadership development, essential people skills learning, and coaching opportunities
  • Offer scholars internships and management track roles at airports

In the coming weeks, Brad Mims will join as the Executive Director of Soaring Scholars. Mims has served as a transportation professional in government and the private sector for over 40 years. More recently, he served as the Deputy Administrator of the Federal Aviation Administration, and he currently works with the U.S. Department of Transportation.

Additionally, nine airports will participate in the Soaring Scholars pilot program. These airports will help to develop the key components of the internships and management training program. They also committed to being among the first to provide employment opportunities to the highly qualified candidates developed through this initiative.

The airports are:

  • Baltimore/Washington International Thurgood Marshall Airport
  • Birmingham-Shuttlesworth International Airport
  • Hartsfield Jackson Atlanta International Airport
  • Long Beach Airport
  • Louis Armstrong New Orleans International Airport
  • Richmond International Airport
  • Ronald Reagan Washington National Airport and Washington Dulles International Airport
  • San Antonio International Airport

U.S. Airports Turning to Executive Program Management as Capital Programs Move into High Gear

Posted on | by RaechelRucker

By R. Clay Paslay

Clay Paslay is Managing Partner and CEO of the Paslay Group, the premiere, full-service airport consultancy providing Executive Program Management, Business Advisory, and Development services for a wide array of airports implementing capital programs. Founded in 2006, PG has assisted owners in delivering airport projects valued at $21 billion and is currently managing an additional $11 billion in investments. Visit paslaygroup.com to learn more.

Fresh off what the Transportation Security Administration has called the “busiest summer travel period on record,” U.S. airport owners and federal security officers deserve our commendations.

They processed more than 14 million passengers over the Labor Day holiday weekend, up almost 11 percent over the same period in 2022. The International Air Transport Association (IATA) reports that the airline industry has mostly recovered from the COVID-19 pandemic and is operating at 94% of what it was in June 2019.

Much of this has taken place at U.S. airports with outdated security checkpoints, terminal buildings beyond their useful life, aging baggage handling systems, and airport infrastructure that ACI-NA President and CEO Kevin Burke has estimated averages 40 years or older.

The good news is that new Federal Aviation Administration grant options and flexible infrastructure funding for terminals and construction projects have given municipal governments and airport authorities renewed confidence to move long-awaited capital programs into high gear.

More often, airport owners are issuing procurements that seek proposals for Executive Program Management, the model our firm introduced to the industry almost two decades ago, to ensure their programs are planned, implemented, and executed in the most efficient and timely way. Among the recent examples are requests for EPM services from Cleveland Airport Systems and the Metropolitan Nashville Airport Authority.

For many airport leaders, capital programs are generational investments and the largest the airport has ever experienced. It’s not business-as-usual. The program’s magnitude requires a paradigm shift in the way airport leaders think given the number of people who will be involved, the speed of spending required, and the volume of contracts to manage. All while managing an operating airport.

Large-scale development programs come with risks. Cost and schedule are constant challenges, but reputation and community perception are as important. Executive Program Management helps owners navigate potential pitfalls.

The model works best with a small team of highly experienced development leaders who are integrated with the airport’s executive team and expand the owner’s ability to manage the development program.

Typical EPM teams include a senior Executive Program Manager, a Project Controls Manager, Construction Manager, and Design Manager. Other roles depend on the unique needs of the airport and program – an Operational Readiness and Airport Transfer (ORAT) manager, for example, or an Automated People Mover system specialist.

We’ve learned the benefits of separating leadership from the boots on the ground. The firm that provides Executive Program Management should not staff other functions, and augmentation staff should typically be procured separately. The EPM team’s only motivation should be the owner’s success.

Airport development programs are challenging. But they are also incredibly rewarding and appreciated by the traveling public.

Just look at Kansas City International’s new $1.5 billion Build KCI program that opened in February. Paslay Group’s EPM efforts allowed the owner to increase the program scope by five gates to a total of 40 and reduce costs more than $400 million from the original contractor pricing.

In 2022, JD Power ranked the 1972 MCI terminals as the worst U.S. airport for passenger satisfaction. This June, MCI was named the best airport in America by TravelAwaits.com, an online travel news magazine.

Now that’s something to celebrate.

 

 

 

 

 

 

 

 

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.

‘Reclaiming the Sky’ Resiliency Project Winners Announced on Sept. 11 Anniversary

Posted on | by ScottElmore

Even 22 years later, the stories of esteemed aviation leaders and their response to the September 11, 2001, terror attacks continue to provide learning opportunities for the benefit of future airport industry professionals.

As we hold space today to remember those we lost and honor those who helped in the aftermath on September 11, we are proud to honor the legacy of so many aviation leaders through the “Reclaiming the Sky Resiliency Project,” an essay contest organized by the Human Resiliency Institute at Fordham University and ACI-NA to engage up-and-coming airport industry leaders.

Through this year’s essay contest, young professionals from across the airport industry 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 lessons about resiliency.

Twenty-five openings were allotted for the program. Participants had the chance to learn about the stories of airport and airline employees who went 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, including the powerful teachings from Susan M. Baer, the General Manager of Newark Liberty International Airport on 9/11, 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.

This year’s winners were Michael Gyan, Project Manager, John C. Munro Hamilton International Airport; Salvatore Mendola, Director, Brands and Concept Development, Areas USA; and Deborah Blass, Arup, Associates, Security and Risk. Their award-winning essays can be read at ReclaimingTheSky.com.

In addition to cash prizes, these three winners will also be recognized for their achievements during the 2023 ACI-NA Annual Conference and Exhibition in Long Beach, CA, on October 3.

The young professionals who participated in the 2023 include Deborah Blass, Arup; Carey Metcalfe, Lee County PA; LaTarryl Hall, City of Charlotte; Ryan Thomas, Parsons Group; Adam Ussher, Dane County Airport; Anna Phillips, Columbus Airport; Michael Hamilton, Savannah Airport Commission; Michael Gyan, John C. Munro Hamilton Airport; Juan Martinez, Chicago Dept of Aviation; Antonette Chambers, Clarksville Airport; Kendall Griswold, GSP Airport; Arjun Nair, Syracuse Airport; Jimmy Vazques, San Diego Airport; Aireyanna Kennedy, Syracuse Airport; Benjamin Torres, San Diego Airport; James Gerrald, Jacobs; Ana Zivanovic, San Francisco Airport; Esther Chitsinde, HDR; Christopher Liese, Munich Airport USA Holding; Anandhi Mahalingam, Transsolutions; Kristin Jewell, Baton Rouge Airport; Julie Seglem, Areas USA; Madison Strong, Tulsa Airport; Roeland Visser, InterVISTAS; Jeff Taylor, Jacksonville Airport, Salvatore Mendola, Areas USA; Brooke Bowman, Areas USA.

Judges for the essay competition were aviation industry leaders Cedric Fulton, Virginia Buckingham, Lysa Leiponis, Eileen Ammiano, John Duval, Kathy Denker, Debbie Roland and Jennifer Juul.

For more information, visit ReclaimingTheSky.com. For aviation companies looking to participate in the expansion in 2024, contact Tom Murphy at Tom@edge4vets.org.