The Metropolitan Airports Commission (MAC) owns and operates one of the nation’s largest airport systems, consisting of Minneapolis-St. Paul International (MSP) and six general aviation airports. The MAC delivers more than $16.7 billion annually for the local economy and supports more than 90,000 jobs in the region. The MAC’s airports connect the region to the world and showcase Minnesota’s extraordinary culture to the more than 38 million passengers from around the globe who arrive or depart through MSP each year. Though a public corporation of the State of Minnesota, the organization is not funded by income or property taxes. Instead, the MAC’s operations are funded by rents and fees generated by users of its airports.
The organization serves a wide range of customers: the traveling public; private pilots; airport businesses such as airlines, restaurants and retail stores; and stakeholders such as area residents, businesses and community leaders throughout a five-state region. The MAC is dedicated to providing services that consistently exceed the expectations of its customers. Whether it’s providing award-winning shopping and healthy dining options at MSP, creating state-of-the-art restrooms and nursing mothers’ facilities, designing and building sustainable facilities, or keeping the airfield operating safely during snowstorms, the MAC strives to fulfill its vision: Providing your best airport experience.
The Metropolitan Airports Commission celebrated its 75th anniversary in 2018, with record numbers of passengers flowing through Minneapolis-St. Paul International Airport.
A lot has changed in aviation and airports since 1943. But one thing that hasn’t changed is the MAC’s commitment to promoting safe, efficient, environmentally responsible aviation services.
The Metropolitan Airports Commission (MAC) owns and operates the Minneapolis-St. Paul International Airport (MSP) and six smaller general aviation airports within the metro area. The MAC chair and 14 commissioners meet monthly to represent the interests of the community in decisions related to these airports. Citizens are welcome to attend the meetings.
The MAC’s chair and 12 of the 14 commissioners are appointed by the Governor of Minnesota. Eight of those 12 commissioners represent districts within the metropolitan area, while the remaining four represent the interests of greater Minnesota.
In addition, one commissioner is appointed by the mayor of the City of Minneapolis and another is appointed by the mayor of the City of St. Paul.
The commissioners’ four-year terms are staggered. The chair serves at the pleasure of the governor and mayoral appointments at the behest of their mayor.
ACCOMPLISHMENTS AND ACCOLADES
The Metropolitan Airports Commission frequently wins a wide variety of awards for the organization and its airports, including awards for facility design and construction, finance, sustainability, management, marketing and concessions. For three consecutive years (2016, 2017 and 2018), MSP won Best Airport in North America in its size category from Airports Council International. During that same timeframe, MSP was named the Most Efficient Airport in North America by the Air Transport Research Society. In 2019, MSP was also recognized as 2nd Best Airport in North America by JD Power and fourth in a survey by Conde Nast.
In 2019, MSP’s mall-like food and retail environment won several key accolades from Airports Council International: Overall Best Concession Program in North America, Best Airport Retail Program in North America, Best New National Brand Concept in North America and Best “Green” Concession Concept or Practice in North America. MSP also brought home the Best Airport Food and Beverage Program of the Americas from the 2019 Moodie Davitt Report.
AIR SERVICE DEVELOPMENT BACKGROUND
One of the MAC’s seven strategic plan goals is to grow and enhance air service. Since 2017, 11 airlines have introduced 47 new routes at MSP, including international service to Seoul, Mexico City, and Dublin in 2019. The creation of the Regional Air Services Partnership (RASP)—a collaboration between the MAC and Greater MSP, the region’s economic development partnership (www.greatermsp.org), has helped secure these new routes. The RASP gathers projected air travel information from large corporations located within the MSP region to better define future business travel demand to and from MSP. The RASP played a key role in securing service to Seoul, Mexico City, and Dublin. MAC and Greater MSP plan to continue building on the initial success of the RASP to further enhance air service at MSP.
In 2018, MSP had the 18th busiest airfield in North America and ranked 17th in terms of total passengers at 38,046,085. MSP is a major hub airport for Delta Air Lines, which accounted for approximately 71% of MSP’s enplanements in 2018. MSP is also hub to Minnesota-based ultra-low-cost carrier Sun Country Airlines, MSP’s second largest carrier in terms of total passengers. In 2019, MSP has air service to 137 domestic U.S. destinations and 32 international destinations.
MSP set passenger records in both 2017 and 2018 and is on track to break the 39 million passenger threshold for the first time in 2019.
Seventeen passenger-marketing airlines operate from MSP. Terminal 1 airlines include Aer Lingus, Air Canada, Air Choice One, Air France, Alaska, American, Boutique Air, Delta, Frontier, KLM, Spirit and United. Regional affiliated airlines operating from Terminal 1 are Sky Regional (Air Canada), SkyWest (American, Alaska, Delta, United), Envoy (American), Republic (American, United), Air Wisconsin (American), Endeavor (Delta), GoJet (Delta), Express Jet (United) and Mesa (United).
Terminal 2 airlines include Condor, Icelandair, JetBlue, Southwest, and Sun Country.
Cargo-only airlines include Atlas (Amazon Prime Air & DHL), Bemidji, Federal Express, IFL, Kalitta (DHL) and UPS.
For many years, an assistant director successfully led both the air service development and commercial management functions, including airline and property leases. Given the increased strategic importance that the Board and Senior Staff has placed upon air service development, the MAC has decided to establish a full-time, director level position devoted solely to air service development.
KEY RESPONSIBILITIES OF THE ROLE
Reporting to the Vice President, Strategy and Stakeholder Engagement, the Air Service Development Director will lead the Air Service Development department and be a key leader within the Strategy and Stakeholder Engagement division, both of which were recently established at the MAC.
This new director-level position will be charged with developing a comprehensive and innovative air service development strategy that, in alignment with the MAC’s strategic plan, includes a focus on retaining existing routes, acquiring new routes, driving passenger growth, partnering with local leaders to pursue air service development opportunities that will foster our region’s economic growth and closing gaps in unmet air service needs.
To do this, the air service development director will thoughtfully, consistently and proactively engage both internal and external stakeholders. Engagement will require gaining buy-in from MAC leadership about new opportunities and practices and cultivating interest and support from airlines.
The director of air service development will be responsible for acquiring and using a wide range of air service data, insights and research to identify and support consideration of new routes, adding frequencies in existing markets and identifying emerging risks to existing air service. The director will also be responsible for setting, measuring and achieving agreed upon goals.
§ Develop and implement a comprehensive strategic plan for growing air service development that includes:
prioritizing new air service routes for acquisition; prioritizing at-risk routes in need of support; developing
acquisition plans, retention plans and initiatives to engage local partners and new approaches to drive
passenger volume; setting measurable goals, monitoring them and updating them as needed.
§ Maintain dynamic working relationships with existing carriers, peer airports, aviation organizations and
associations, destination marketing and regional economic development organizations and local business
and related organizations to increase the use of MSP; serve as primary MAC contact for smaller non-MAC
airports and participate on behalf of MAC in meetings to support and grow air service throughout
§ Partner with the MAC’s Strategic Marketing, Stakeholder Engagement and Corporate Communications
departments to develop overall marketing strategies, presentations and materials to attract and retain air
service, to identify opportunities to present and pitch air service opportunities to airlines. Customize
presentations and materials to fit the needs of each audience. Leverage data analytics and other relevant
economic information to make the case for air service to airlines. Work with these departments to prepare
and implement communication plans to keep customers informed about recent developments.
§ Regularly participate in relevant conferences and events to grow the MSP and MAC brands, cultivate and
retain air service routes, and continuously grow the MAC’s and the Director’s stakeholder network.
§ Plan and attend airline headquarter visits to present the case for air service at MSP; proactively seek out,
complete and submit RFQs from prospective airlines about new air service.
§ Serve as key MAC lead on Regional Air Service Partnership (RASP) and work closely with Greater MSP,
the MAC board and airlines to advance initiatives and grow air service for the region.
§ Monitor and support, by working through ACI-NA and USA-BIAS, aviation bilateral negotiations between
the U.S. and other nations, seeking to liberalize air travel with a goal toward open skies to gain better
access to global destinations.
§ Create a customer care plan to ensure clients are satisfied with products and services; conduct account reviews and create feedback loops.
§ Identify and analyze industry trends, legislative and economic factors that have potential to disrupt or
accelerate air service at MSP. Make recommendations for business solutions and/or action plans.
§ Maintain data on passenger carriers, local and regional business contacts and other passenger-related
§ Evaluate periodically airline incentive program, measuring efficacy and competitiveness. Recommend
changes as needed. Prepare and present regular reports for Commission, Senior Staff and other
audiences, as requested.
§ Manage air service development consultant(s) to support various activities.
§ Perform other related tasks as assigned or required.
The successful candidate should bring most, if not all, of the following:
§ Domestic and international passenger service.
§ Domestic and international air cargo service industry.
§ Principles, practices and techniques of marketing and strategic selling.
§ Airport and airline operations and business practices.
§ Air transportation technologies and databases.
§ Develop domestic and international air cargo and air service business.
§ Build relationships at all levels both internally and externally.
§ Present and represent the MAC with confidence in both formal and informal professional settings
§ Assimilate into the MSP culture and utilize appropriate ways of engaging key stakeholders to effect
§ Analyze and evaluate financial and statistical data.
§ Travel independently both domestically and internationally.
§ Work under tight deadlines.
§ Use Microsoft Office applications including Word, Excel, and PowerPoint.
Manager of Managers (MOM) Competencies
§ Customer Focus – Building strong customer relationships and delivering customer-centric solutions
§ Strategic Mindset – Seeing ahead to future possibilities and translating them into breakthrough strategies
§ Plans and Aligns – Planning and prioritizing work to meet commitments aligned with organizational goals
§ Ensures Accountability – Holding self and others accountable to meet commitments
§ Drives Results – Consistently achieving results, even under tough circumstances
§ Collaborates – Building partnerships and working collaboratively with others to meet shared objectives
§ Values Differences – Recognizing the value that different perspectives and cultures bring to an organization
§ Builds Effective Teams – Building strong-identity teams that apply their diverse skills and perspectives to achieve common goals
§ Communicates Effectively – Developing and delivering multi-mode communications that convey a clear understanding of the unique needs of different audiences
§ Drives Engagement – Creating a climate where people are motivated to do their best to help the organization achieve its objectives
§ Organizational Savvy – Maneuvering comfortably through complex policy, process, and people-related organizational dynamics
§ Bachelor’s degree in business administration, economics, marketing, aviation management, or a related
§ Ten (10) years related experience, 3 years of which must have been in a leadership role that includes
working in a similar role at another commercial airport, working directly with airline route economics,
including route planning experience at an airline, as an airline or airport consultant, or similar experience in
the Aviation industry.
§ Experience building and maintaining public and private partnerships.
§ Demonstrated success producing benefits to the airport and its stakeholders through creative
§ Excellent communication and negotiation skills
§ Excellent leadership skills with a collaborative work style, strong relationship building skillset and a
strategic, outcomes-based approach.
§ Possession of a valid driver’s license.
§ Reliable vehicle to commute between job sites.
To apply for this job email your details to firstname.lastname@example.org