By, Herbert Barnes, Product Director, TADERA,

Introduction: The Need for Data-Driven Decisions

Airports are more than transit hubs — they are complex businesses with diverse revenue streams. From airline landing fees and cargo handling to parking, concessions, and long-term property leases, every transaction contributes to the bottom line.

But here’s the problem: many airports are still making multi-million-dollar decisions based on outdated spreadsheets or disconnected systems. This leads to:

• Missed revenue opportunities.
• Compliance risks (think GASB 87 headaches).
• Slower, less informed decision-making.

Benefits of Real-Time Integrations (ERP, PASSUR, SITA)

When billing, leasing, ERP, and operational data live in separate silos, decision-making slows to a crawl. Integrating these systems — including ERP, PASSUR flight data, and SITA passenger data — changes the game.

Here’s what airports gain:

• Faster Revenue Recognition
  Automated syncing between billing and ERP ensures every landing fee or lease payment is captured instantly.
• Better Forecasting
  Combining operational flight data (PASSUR) with finance systems allows more accurate projections of landing fees, cargo charges, and concession revenue.
• Smarter Lease Management
  Pairing SITA passenger data with concession contracts reveals which retail spaces are underperforming and where to renegotiate terms.
• Built-In Compliance
  GASB 87 compliance and FAA reporting become automated, audit-ready processes instead of last-minute fire drills.

The outcome? Airports move from reactive reporting to proactive strategy.

How Integrated Platforms Enable Better Forecasting

Forecasting is one of the toughest challenges for airport finance leaders. A sudden drop in passenger traffic, an airline pulling a route, or rising utility costs can throw entire budgets off course.

When airport finance systems are integrated, the information you need for forecasting is right at your fingertips.

Examples in Action

• Capacity Planning and Infrastructure
  Forecasting helps airports determine when they’ll need to expand terminals, add gates, or build new runways. Without accurate projections, they risk either costly underutilization of facilities or overwhelming congestion that degrades service quality.
• Resource Allocation
  
  Airports can optimize staffing levels for ground handling, customer service, and other key functions based on expected passenger volumes. This helps manage labor costs while maintaining service standards during peak and off-peak periods.
• Revenue Management
  Passenger forecasts directly impact revenue projections from parking facilities, concessions and retail, advertising space, and landing fees and terminal usage charges. Accurate forecasts in these areas help airports negotiate better contracts with retailers and service providers.

“The difference between static reports and real-time forecasting is the difference between reacting to turbulence and predicting it.”

Leading Practices for Implementation

Integrating financial and operational systems can feel like climbing a mountain. But with the right approach, airports can move quickly from siloed processes to real-time insights.

5 Steps for Success

1. Start with Clear Objectives
   Identify whether the immediate priority is tracking revenue, identifying areas of revenue leakage, or automating compliance activities.
2. Select Airport-Specific Software
   We all know that when “you’ve seen one airport, you’ve seen one airport,” and general ERP systems weren’t designed for airport complexity. Platforms like TADERA ABRM are purpose-built with interconnected modules for billing, leasing, utilities, and tenant relations.
3. Phase the Rollout
   Start with high-impact integrations (such as your ERP’s general ledger module + billing) and expand gradually to concessions, utilities, and operational data.
4. Clean and Standardize Data
   Before integration, fix inconsistencies in tenant records, lease terms, and billing rules.
5. Invest in Training
   Data only delivers value if teams know how to use it. Training ensures finance managers, COOs, and property staff get the most from real-time insights.

Conclusion: The Future of Airport Finance

The future of airport finance will be defined by real-time analytics for revenue management. Airports that continue to operate on spreadsheets and manual reconciliations will always be one step behind.

Those that embrace integrated platforms will gain:

• Instant visibility into aeronautical and non-aeronautical revenue.
• Automated compliance with GASB 87 and FAA requirements.
• Faster, smarter financial decision-making.

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.

By Tim Harms, Chief Executive Officer, Enliven

Airports are full of well-intentioned silos. Concessionaires can market only inside their lease lines. Advertising sells impressions on walls and screens, but which do not coordinate with in-terminal activity. CX teams pilot great ideas that don’t always tie to purchase. Sustainability creates programs that can stall at implementation. On their own, none of these pieces can drive the 360-degree approach necessary to drive long-term, sustainable value across the entire terminal.

A strategic pouring rights agreement is the rare tool that can.

Pouring rights, properly initiated, unites a beverage brand’s investment into airport media, CX, sustainability, and retail execution—so that customer engagement and marketing campaigns are funded, coordinated, and measured to airport KPIs (conversion, ASQ movement, percentage rent, and sustainability targets). That linkage matters: ACI has shown that improving passenger satisfaction is correlated with higher non-aeronautical revenue—meaning aligning CX and commerce is not just nice to have; it’s financially material.

A quick example: Waypoint Focus

Imagine a beverage company releasing Waypoint Focus, a lightly sparkling, tea-based functional energy drink designed for adults on the move. Because of the airport’s pouring rights agreement, the airport becomes one of the first places travelers can encounter it—and every department has a role.

• Awareness that pulls to place. Two weeks before launch, terminal digital screens run simple creative with wayfinding (“Coming soon at Gate B5”). Airports’ DOOH networks are uniquely positioned to capture passenger attention at multiple points along the journey.
• A launch moment that creates buzz. On launch day, one of the beverage company’s celebrity partners makes an unannounced appearance in the concourse. The activation generates activity on social media and draws coverage from local TV, digital outlets, and even national travel press—PR value that individual tenants or ad placements alone could never generate.
• A Value-Add Promotion. To harness the excitement, the campaign includes a “Buy 2, Get a Free Tote Bag” offer—funded entirely by the beverage partner. Passengers get a useful, reusable bag (which includes airport branding and supports the airport’s sustainability goals), concessionaires enjoy a higher average transaction size, and the airport sees both incremental sales and higher percentage rent.
• Retail and sustainability aligned. Participating concessionaires receive coordinated SKU lists, cooler plans, and funded POS displays, while the product ships in aluminum cans to align with plastic-free policies. The result: a seamless campaign that promotes innovation, drives measurable revenue, enhances guest experience, and reinforces environmental goals—all orchestrated under the umbrella of a strategic pouring rights agreement.

Who wins—and how:

• Passengers get more than just a beverage—they get a memorable airport experience. A surprise celebrity appearance creates buzz, while the “Buy 2, Get a Free Tote Bag” offer gives them tangible value and a sustainable keepsake.
• Concessionaires enjoy higher average transaction sizes driven by the tote campaign, plus funded merchandising and new demand they didn’t have to create themselves.
• Advertising and PR partners benefit from a campaign that delivers both: traditional media buys inside the terminal and earned media coverage across digital, print, and TV—spotlighting the airport as a place where “big things happen.”
• The airport sees the upside on multiple fronts: increased sales (and percentage rent), paid media investment, and free PR that strengthens its brand. The CX lift adds to non-aero revenue potential.
• Sustainability teams see progress on two fronts: aluminum packaging aligned with plastic-free policies and a reusable tote bag campaign that reinforces the airport’s environmental story.

Why pouring rights are essential: No single tenant, advertiser, or department can stitch this together at scale. A well-designed pouring rights agreement names joint owners (airport + beverage partner), funds an annual activation budget, and sets shared metrics: product trials, offer redemptions, conversion-to-purchase, ASQ movement, ad revenue delivered, and recycling rates. At scale, this collaboration delivers measurable value through significant recurring revenue and improved CX. That’s how a “new drink in one shop” becomes an airport-wide success—by design.

Tim Harms – Chief Executive Officer, Enliven

Tim Harms is the Chief Executive Officer of Enliven, the nation’s leading beverage vendor management partner for the aviation industry. Enliven develops and manages world class beverage programs at airports both domestically and abroad. Tim’s work has helped reshape how airports approach beverage programs—transforming them from fragmented vendor relationships into strategic partnerships that drive long-term value. With more than 20 years of experience, Tim and the team at Enliven have driven millions in new non-aeronautical revenue and made lasting enhancements to the passenger experience.

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 Marci A. Greenberger, ACRP Program Manager

In a dynamic and fast-paced aviation industry, staying ahead of the curve is not just beneficial—it’s essential. Since its establishment in 2005, the Airport Cooperative Research Program (ACRP) has stood as a trusted partner to airport professionals nationwide, offering evidence-based solutions to the challenges facing the airport industry. As the program marks its 20th anniversary, it’s a moment to celebrate the partnerships, programmatic resources, and research that have supported evidence-based solutions for challenges airports across the country experience.  In 2025, ACRP is celebrating this important milestone by bringing together airport professionals to share their stories about ACRP research and programs that have supported their industry.

ACRP is commemorating its 20^th anniversary with a special celebration, bringing airport practitioners together to gain an insider’s look at ACRP’s role in advancing practical, responsive solutions and sharing impact stories from across the country. The Celebrating 20 Years: How You Can Drive Airport Innovation with ACRP virtual event is scheduled on September 26, 1:00 – 1:45 PM ET, featuring special guests, trivia, prizes, and much more! Visit the ACRP 20^th Anniversary page for more information on this celebration and how to get involved, or click here to sign up for the virtual event.

By serving the airport industry for 20 years with responsive research and programs, ACRP has provided many ways for airport industry professionals to participate in research and creating tools they need. “As a former ACRP Ambassador, research panelist, and avid ACRP reader, I can’t imagine our industry, or my practice within it, without ACRP,” shares Erin Cooke of San Francisco International Airport. “Novice to aviation when I joined my airport, ACRP offered an invaluable orientation and to this day is an essential companion in the work I deliver nearly a decade in.” ACRP continues to make impacts for airport professionals at every stage of their career.

Whether you’re a seasoned airport director or just beginning your career in aviation, there are many ways to participate in ACRP:

• Stay informed by visiting the ACRP website to explore current research, tools, and publications.

• Join an event and participate in an ACRP Webinar or Insight Event to connect with fellow professionals and shape the future of the industry.

• Contribute your ideas by submitting a Problem Statement—ACRP wants to hear about the challenges and opportunities you’re facing.

• Serve as a Panelist by applying for a Project Panel committee with the opportunity to review project proposals and support the development of industry research.

• Become an Ambassador and help promote ACRP’s value throughout your professional network by serving as an ACRP Ambassador.

• Stay connected to ACRP Updates and sign-up for timely updates on the latest ACRP research and programs.

• Connect to ACRP academic opportunities and participate in the Graduate Research Award and University Design Competition programs

• Join the 20^th Anniversary celebration and sign-up to share your story and get on the ACRP map.

As the aviation landscape continues to evolve, ACRP remains committed to responding to the industry’s most pressing and complex challenges. Just like airports continue to connect people, economies, and ideas across the globe, ACRP provides a bridge linking research to practice, ideas to action, and professionals to each other.

Author Bio

Marci A. Greenberger is the ACRP Program Manager and has worked with the Transportation Research Board (TRB) of the National Academies since 2008. Before joining ACRP, she spent more than 18 years in airport operations and management in senior management positions at airports in Rhode Island, Indiana, and California. Ms. Greenberger is an Accredited Airport Executive by the American Association of Airport Executives (AAAE).

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 Clement Zhang, Founder, FlightBI

Understanding where airport passengers originate—and where they may choose competing airports—is essential for route planning and air service development. Because airport catchment areas shift over time, selecting the right data sources is key for meaningful analysis.

Common Data Sources for Catchment Area Analysis

1. Passenger Surveys
   Surveys collect information such as home ZIP codes through check-in, Wi-Fi login, or outreach. They’re easy and low-cost, and can provide demographic or motivational insights. However, surveys suffer from low participation, bias, and may quickly become outdated, capturing only a subset of travelers.
2. Parked Vehicle Analysis
   License plate data from parking facilities is matched to vehicle registrations, providing a look at where parkers are coming from. This method reveals drive-market behavior and can offer geographic detail. Its limitations include excluding those dropped off or using transit, out-of-date registrations, and no insight into passengers using competitor airports.
3. Billing Data from Ticket Purchases
   Airline ticket transaction data (from ARC, MIDT, or airlines) is used to map passenger origins via billing addresses. It offers a large sample size and is widely used for benchmarking. However, addresses for business travelers may reflect their company headquarters, not their home. Data may miss low-cost carriers or direct bookings.
4. IP Address Tracking in Travel Search Data
   Some analytics tools use IP addresses from online flight searches to infer traveler location. This can yield large, real-time data sets and support digital marketing. Still, IP addresses often reflect the ISP location rather than the traveler’s true home. VPNs and mobile browsing introduce further inaccuracy, making this data unreliable for market analysis.
5. User-Generated Content (UGC) & Social Media
   Social media geotags and travel posts can show trends or travel groups in real-time. However, there’s heavy participation bias, data tends to be sparse, and it lacks the robustness for quantitative planning.
6. Mobile Location (Air Mobility) Data
   The latest approach uses anonymized, permission-based mobile device data to track aggregated travel patterns to and from airports. Air mobility data offers direct measurement of traveler origins, covers all travel modes, and enables detailed leakage analysis. It provides near real-time insights and can segment between residents and visitors. However, data licensing is required, smaller airports may see limited samples, and expert analysis is needed.

Each data source brings value to airport catchment analysis, but all have limitations. Many airports use a combination of sources to cross-validate results. As travel patterns grow more complex, the need for integrated, detailed insights continues to increase.

Looking Ahead

Modern catchment and leakage studies increasingly rely on blending multiple data types for more comprehensive analysis. Solutions like FlightBI’s Fligence ZIP-OD exemplify this integrated approach, combining air mobility data, ticketing information, and onboard segment data to offer a complete, actionable view of passenger flows—from ZIP code of origin to true destination by airline. By leveraging these advanced tools, airports are better equipped to monitor trends, understand market share, and address leakage with confidence as the industry evolves.

Clement Zhang has 25 years of experience building IT solutions and consulting in the travel and transportation industry. He is the founder of FlightBI, served as Director of Business Intelligence at Cirium and Vice President at MergeGlobal, and holds an MBA from Georgetown and a Ph.D. from Xi’an JiaoTong University.

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 David Chandler, Associate Dean of Executive Programs, University of Colorado Denver Business School

In preparing to launch the Executive MBA in Aviation, our team at the University of Colorado Denver talked with perhaps 40-50 individuals and organizations throughout the industry. Two things quickly became apparent: first, the passion people have for aviation and, second, how siloed it is – somewhat surprising for a complex network where everyone relies on everyone else for everything to work. Nevertheless, while there is deep expertise in every corner of aviation, we heard that systemwide communication could be better.

The more people we met who raised this issue (and everyone agreed when we asked), the more I wondered why that is and how formal education can help. One underlying concern, I think, is that interests are misaligned. On every issue there is, at minimum, an airport perspective and an airline perspective, and they can be diametrically opposed. Take CPE (cost per enplanement) – currently, it seems every airport is constructing terminals, in response to industry growth projections. But these buildings are expensive, and someone has to pay. While a well-designed terminal will lead to an enhanced passenger experience, should airports pay (even though it is the airlines/vendors that are their customers) or should airlines pay (even though it is the airport that is being improved)? And more complex topics such as air traffic control, systemwide security, or sustainable fuel involve even more detailed interdependencies, combined with intricate tradeoffs and serious consequences. When the product is moving large numbers of people at 30,000 feet at high speeds in a metal tube surrounded by jet fuel, the imperative to do so safely (as well as efficiently) speaks to the need for aligned interests.

Given this, what can a university do to help? The value we bring lies in designing and delivering an educational experience with an ecosystem perspective that encourages understanding across silos. An Executive MBA is uniquely positioned to do this – not only does it seek students with 15-20 years’ experience who bring great depth to classroom discussions, but the focus is broad … by design. An EMBA does not make students better in their functional roles (they already have extensive experience), it teaches them about the roles of others, and how others view their roles. The goal is to build confidence by teaching a little about everything – ensuring students return to their organizations with sufficient knowledge to enter any meeting, ask informed questions, and use the answers to make strategic decisions. In short, the goal is to create thoughtful leaders who enable change.

I believe this can only happen if we create opportunities that push students outside their comfort zones, while instilling the skills and frameworks needed to solve the challenges that result. And the greater the variety of roles, perspectives, and opinions we assemble in each cohort, the more likely we can build the optimal learning environment, where advocacy and (respectful) debate lead to an appreciation of alternative perspectives. In aviation, no executive-level talent development opportunity exists that focuses on optimizing the entire ecosystem.

An Executive MBA degree is broader than a short-course certificate or an organizational training program, and it complements the extensive experience aspiring leaders bring to the classroom. It moves beyond functional and organizational silos, to instill a perspective based on understanding and empathy. A complex ecosystem performs most effectively when there is more collaboration than isolation, more empathy than selfishness, and more knowledge than ignorance. The CU Denver Executive MBA in Aviation is designed to serve the aviation ecosystem, and the amazing professionals who ensure it functions, every day.

David Chandler (david.chandler@ucdenver.edu) is Associate Dean of Executive Programs at the University of Colorado Denver Business School, overseeing both the Executive MBA and the Executive MBA in Aviation. He is also a tenured Professor of Management whose research focuses on understanding how organizations interact with their complex institutional environments.

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: Chris Gwilliam, SVP of Global Business Development,Airport Dimensions

There’s a new kind of traveler walking through our terminals—and they’re changing everything. At Airport Dimensions, thought our yearly research, we’ve been looking closely at how expectations are evolving, and the picture is clear: today’s travelers want more than just to get from point A to point B. They want experiences that feel intentional, comfortable, and personal.

One of the biggest shifts we’ve seen is the rise of the affluent leisure traveler. These are people who are traveling by choice, not just necessity—and they’re willing to spend when the experience feels worth it. They’re also the group most likely to influence how airport spaces grow and change in the years ahead.

Blending business and leisure

We also can’t ignore the growing bleisure trend. Nearly half (44%) of travelers say they’re mixing business and leisure when they fly. That means the airport isn’t just a place to pass through—it’s a space where people expect to get work done, grab a great meal, and maybe even unwind a little. That shift opens up a lot of possibilities for how we design and activate spaces.

Feeling the crowd

Even with satisfaction on the rise, crowding is still a major concern. 60% of travelers say airports are feeling more packed than ever, and two-thirds say they’d pay extra to skip the crowds. That tells me there’s a real opportunity to lean into premium services—whether it’s lounges, fast-track lanes, or just smarter space planning.

Lounges as the new standard

And speaking of lounges—these aren’t just “nice to have” anymore. 42% of travelers already use them, and 94% of loyalty program members say lounge access is something they won’t give up. The demand is strong, and it’s being driven by network programs and card partnerships. Airports that recognize this are going to be better positioned to meet guest expectations—and create new revenue opportunities in the process.

Digital is the glue

One thing that ties all of this together is digital. 81% of travelers say they’d shop online at the airport if prices were better. And nearly half are already aware of digital tools, which means we have an open door to do more with loyalty, personalization, and smarter targeting. In other words: the tech is here—now it’s about making it meaningful.

Final thoughts

The traveler of tomorrow isn’t really tomorrow anymore—they’re already here. If we’re paying attention, we’ve got a chance to build something better: airports that aren’t just functional, but thoughtful. Places that travelers want to spend time in—not just pass through.

Chris Gwilliam is SVP of Global Business Development at Airport Dimensions, leading strategic growth and partnerships across the network. With over 25 years in hospitality and multisite operations, he has played a key role in securing major airport leases and expanding the brand’s global footprint.

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 Lynn Hang, Vice President and General Counsel, B2Gnow

Airport construction and infrastructure projects are experiencing unprecedented growth, driven by significant federal, state, and local investments. From terminal modernizations to runway expansions and road improvements, this surge promises enhanced connectivity and substantial economic development. However, these ambitious projects demand meticulous compliance with complex regulations, especially as the political landscape surrounding diversity and inclusion continues to evolve. Recent scrutiny of Diversity, Equity, and Inclusion (DEI) initiatives has created uncertainty for supplier diversity professionals and public agencies. Airports remain committed to fair contracting and workforce participation but must now navigate these efforts in a shifting environment, making strategic, compliant execution paramount.

Decoding the Compliance Landscape: Key Challenges

Managing compliance with various regulations is crucial for securing funding and maintaining public trust. Key challenges include:

• Davis-Bacon & State Prevailing Wage Rules: Federally funded projects, and often state-funded ones, require paying laborers and mechanics at least the local prevailing wages and fringe benefits for their work, which involves navigating potentially complex wage determinations and classifications.
• Workforce Participation Goals: Many funding sources require local worker participation to boost economic development. Tracking and achieving these goals require constant monitoring.
• Apprenticeship Utilization Tracking: Requirements for registered apprentice utilization necessitate accurate tracking of apprentice hours and ratios to promote skill development.
• Contractor and Subcontractor Reporting: Compliance extends to all subcontractors, demanding comprehensive reporting across all tiers to ensure regulatory adherence.
• Certified Payroll & Audit Readiness: Maintaining accurate certified payroll records is essential for demonstrating compliance and preparing for audits, requiring meticulous documentation.
• DBE/ACDBE Program Management: Effective management of Disadvantaged Business Enterprise (DBE) and Airport Concessions Disadvantaged Business Enterprise (ACDBE) programs includes setting goals, verifying eligibility, enforcing compliance, and adapting to legal changes, all while maintaining detailed reporting.

Compliance Control Tower: Leveraging Technology

Navigating today’s complex regulatory environment requires more than manual processes. Airport agencies must rely on effective tools and informed practices to manage compliance across projects. Modern compliance platforms help streamline operations, reduce risk, and achieve project goals through features like:

• Real-time Certified Payroll Tracking: Automatically collects and monitors CPRs from contractors and subcontractors, flagging potential issues for timely resolution.
• No Hassle Wage Updates: Solutions like B2Gnow’s eComply include up-to-date wage determinations—at no extra cost—ensuring alignment with federal, state, and local requirements.
• Flexible and Configurable: Purpose-built systems support a wide range of labor compliance needs, including prevailing wage, certified payroll, workforce, and worksite tracking.
• Workforce Dashboards and Participation Tracking: Gain visibility into local hiring, apprenticeship usage, and other participation metrics to stay aligned with program goals.
• Subcontractor Compliance Management: Onboard, track, and monitor all tiers of subcontractors in a centralized system, supporting full project oversight.
• Audit-Ready Reporting: Generate comprehensive, accurate reports that simplify audits and demonstrate regulatory compliance.
• Compliance with 49 CFR Part 23 (ACDBE) and 49 CFR Part 26 (DBE): Track participation, manage certifications, and access directories of certified firms to support supplier diversity initiatives.
• Generate Comprehensive Reports, including the DBE Uniform Report and FAA report: Quickly produce required reports to meet agency and funding compliance standards.
• Seamless Supplier Diversity and Prevailing Wage Integration: There are solutions that offer a unified approach to contract compliance, integrating supplier diversity and prevailing wage management for more efficient oversight of inclusion goals and labor requirements.

Ensuring Project Success Through Vigilant Compliance

Airport project success requires navigating complex regulations beyond timelines and budgets. Advanced compliance management solutions enable airport agencies to maintain transparency, mitigate risks, and ensure projects meet or exceed necessary standards, fostering trust and sustainable aviation development.

B2Gnow provides airport authorities and public agencies with tools and support to ensure every runway, terminal, access road project, and program is fully compliant. Learn more or request a demo: www.b2gnow.com. Or, if you’re headed to Arlington, TX for the 2025 Business of Airports Conference, be sure to visit the B2Gnow booth.

Lynn Hang, Vice President and General Counsel, B2Gnow

Lynn Hang is Vice President and General Counsel at B2Gnow. She has over 15 years of legal experience in labor compliance, contract law, and regulatory affairs, with prior leadership roles at eComply Solutions, Hill International, and Gibson Dunn. She is a licensed attorney and UCLA Law graduate.

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.