Airport Experience® News - ACDBE Issue 2026

JUNE 2026 / V24 N271

ACDBE PROGRAM FACES HEADWINDS

AXN HONORS 2026 ACDBES OF DISTINCTION

CVG’S KRAUTER SHARES INSIGHTS

AXN FORMS NEXT GEN COLLECTIVE

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14 ACDBE Program Evolution The ACDBE program is on pause while required recertifications are underway. AMAC’s Eboni Wimbush shares the latest developments, and ACDBE operators share their experiences. 22 ACDBE of Distinction: Crews Hospitality Nick and Rob Crews are carrying on their family legacy with successful operations at LAX, IAD and DCA. They are also active on the national stage, advocating for ACDBE firms and concessions companies generally. 24 ACDBE of Distinction: Cortez Hospitality Cariño Cortez grew up in the restaurant business in Texas. She’s building on the legacy of her grandparents and parents, tapping that restaurant know-how for concessions success at San Antonio International Airport. 26 ACDBE of Distinction: Procurement Concepts, Inc. Harold “Gil” Johnson has led Procurement Concepts, Inc. (PCI) for more than three decades. Now, he’s transitioning to a consultant role. 28 ACDBE of Distinction: Star Concessions Gilbert Aranza of Star Concessions has built his business over decades in Texas airports. Now, with the ACDBE program in flux, Aranza is poised to graduate out of the small business category. 30 Next Gen Perspectives Airport Experience News is leveraging insights from emerging industry leaders to shape an offering built for the future of the industry.

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4 Letter From The Editor 6 Data Check

A new Airport Dimensions study shows global airport traveler satisfaction is at an all-time high. 8 Latest Buzz Spokane International Airport’s (GEG) TREX Program is the airport’s largest-ever terminal expansion and modernization project. The first phase – the Concourse C addition – comes on stream this month.

33 Industry Insights George Mboya, CEO of SSP America, shares his insights on the intersection of airports, lounges and concessions offerings as all parties navigate providing an exceptional passenger experience.

35 Advertising Index 36 Before You Take Off

11 Director’s Chair Lawrence Krauter, CEO of

Cincinnati/Northern Kentucky International Airport (CVG), is putting his unique stamp on the evolving airport.

JFKIAT and Clear Channel Airports brought discount shopping to JFK Terminal 4 last spring with a pop-up lounge that incorporating shopping from mega discount retailer Marshalls.

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AX NEWS JUNE 2026

Andrew Tellijohn Senior Reporter Sally Kral Contributing Writer Sarah Beling Contributing Writer

TEAM

Barbara McCarter Portfolio Manager Chad Wimmer Senior Editorial Art Director Rae Lynn Cooper Production Manager Amanda Gochee Vice President, Marketing Strategy Katy Welch Senior Marketing Manager Tristan Lueck Marketing Coordinator Emma Vail Marketing Coordinator AXN ADVISORY GROUP Kim Becker, San Diego International Airport Derryl Benton, Avolta Zenola Campbell, Dallas/Fort Worth International Airport Bryant Francis, Cleveland Hopkins International Airport Mark Gale, Fort Lauderdale-Hollywood International Airport Eric Johnson, Nashville International Airport Roddy McOwan, WH Smith North America Gregg Paradies, Paradies Lagardère Kevin Westlye, High Flying Foods

Jeff Davis Executive Vice President, Retail and Specialty Melissa Montes Vice President/Publisher Carol Ward

Editor-in-Chief Nicole Watson Business Development Manager Sally Kral Contributing Writer Sarah Beling Contributing Writer David Gordon Contributing Writer Barbara McCarter Senior Portfolio Manager Chad Wimmer Senior Editorial Art Director Rae Lynn Cooper Production Manager Amanda Gochee Vice President, Marketing Strategy Katy Welch Senior Marketing Manager Amanda Litwack Senior Digital Marketing Coordinator Samantha Tamberino Marketing Coordinator

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STRONGER Together

Partnership is not a statement. It’s something built over time— through shared effort, aligned expectations, and the willingness to work through complexity together. Across today’s evolving ACDBE landscape, that kind of partnership matters more than ever. At SSP America, we believe the strongest partnerships are intertwined— bringing together different strengths, perspectives, and capabilities to create something more resilient than any one part alone. That belief continues to shape how we work with ACDBE partners: supporting opportunity while building businesses designed to last. Because the best part of the journey is what we build together.

JUNE 2026

Dear Readers,

JUNE 2026 / V24 N271

Excellence is everywhere in our industry—from striking new terminals and concourses to innovative dining, retail and lounge concepts that elevate the traveler experience. At Airport Experience News, we celebrate these achievements year-round. In this issue, we’re proud to spotlight AXN’s ACDBEs of Distinction: four certified firms recognized for excellence in operations, customer service and creating memorable airport experiences. We invite you to learn more about these outstanding companies shaping our industry. We also examine the challenges facing the ACDBE program as firms navigate a federally mandated recertification process that has effectively paused the program and left airports, prime operators and ACDBEs seeking clarity on the path forward. Finally, this issue introduces AXN’s new AX Next Gen Collective, a group of 12 emerging industry leaders helping guide AXN’s evolution. Their insights will help shape our coverage, analysis and planning for the 2026/2027 editorial content and for the 2027 AX Conference next March.

ACDBE PROGRAM FACES HEADWINDS

AXN HONORS 2026 ACDBES OF DISTINCTION

CVG’S KRAUTER SHARES INSIGHTS

AXN FORMS NEXT GEN COLLECTIVE

Happy Reading,

Carol Ward Editor-in-Chief

Airport Experience News carol@airportxnews.com

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AX NEWS JUNE 2026

CONGRATULATIONS, GILBERT ARANZA

Gilbert’s journey is a testament to what vision, perseverance, and an unwavering commitment to excellence can achieve. From humble beginnings to building one of the most respected names in airport concessions, his story is an inspiration to entrepreneurs everywhere. President & Founder of Star Concessions, Ltd. on his recognition as a 2026 ACDBE of Distinction . We are proud to celebrate GILBERT ARANZA

THANK YOU FOR YOUR PARTNERSHIP.

To learn more about partnership opportunities, please reach out to PartnerRelations@hmshost.com.

DATA CHECK

SATISFACTION HEIGHTS Today’s Travelers Are Younger, Spend More And Are Happy With Their Airport Experiences

BY DAVID GORDON

Who Is The Affluent Leisure Traveler?

48% are members of airport loyalty or CRM programs vs 23% 70% are interested in buying duty free from the lounge vs 57% 78% always or sometimes purchase duty free

STRONG INTEREST IN NEW RETAIL CONCEPTS:

All comparisons vs non-ALT travelers

54% hold lounge program membership vs 27% 48% engage with

89% satisfaction with the airport experience vs 79% 75% are lounge users vs 52%

52% actively shop and enjoy the experience vs 25% 40% of spend is on retail vs 27%

42% higher average household income than non-ALTs 39 years old, slightly younger than non-ALTs (41) 60% more frequent travelers 52% of overall AX26 audience

49% walk through duty free 44% prefer hybrid retail 42% seek unique or exclusive products

26% of overall AX26 audience

28% of spend is on experiences vs 18%

airports digitally

Airport Dimensions’ 2026 Airport Experience Study

or the 12th consecutive year, Airport Dimensions has surveyed the global traveler, and

you look at the amount of funding going into American airports, there is projected to be over $100 billion of investment in the next 10 years,” he says. “Spending that in ways that are going to make a difference is the opportunity that lies before us.” The satisfaction story gets more complicated by age. Millennials and Gen Z report 84% satisfaction. Boomers land at 72%, with 9% outright dissatisfied. The travelers flooding airports today and spending the most while they are there skew younger, and airports that continue optimizing for older traveler expectations may find themselves chasing a shift they missed. Meet The ALT If there is one demographic airports should be designing around right now, it is the Affluent Leisure Traveler (ALT), the Airport Dimensions study revealed. ALTs represent just 26% of surveyed travelers but generates 57% of all reported airport spend.

F

Global Airport Traveler Satisfaction

the 2026 edition arrives with a striking headline. Satisfaction is at an all-time high. The traveler coming through today skews younger, spends more and has shifted decisively toward leisure, and that combination is moving the needle in ways the industry has not seen before. “The great news is we’re going in the right direction,” says Chris Gwilliam, chief growth officer of Airport Dimensions, which conducted the study. “Customer satisfaction is the highest since we started this research, up from 62% in 2021 to 82% today.” Gwilliam shared the results in a AXiNsights webinar in late May. He revealed that the positive trajectory is global but unevenly distributed. Singapore Changi leads the world at 97% satisfaction. American airports sit at 76%, well behind APAC leaders but trending upward. Gwilliam sees the gap as a moment of opportunity. “When

82%

79%

71%

70%

62%

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AX22/23

AX24

AX25

AX26

Airport Dimensions’ 2026 Airport Experience Study

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DATA CHECK

Commercial Value At the same time, retail in airports appears to be thriving, at least from a global perspective. Airport retail climbed back to 33% of total spend, with duty free contributing 24%. The comeback comes with an asterisk though. Only 21% of travelers buy duty free regularly, 38% browse occasionally and 34% walk past entirely. Value perception remains the sticking point, with only 31% calling duty free a good value. Tr avelers say they would spend more with the right motivation. Better pricing and card cashback each move the needle for 34% of respondents. Walk-through duty free formats appeal to 42% of travelers, and hybrid concepts blending retail with food and beverage draw 38%. The appetite for spending is present. Duty free retail is perceived to offer the best value for travelers among 11 categories in the survey, with 68% of respondents viewing it as moderate to good value. Airport lounges came it with a 66% positive value rating. 59% of respondents viewed cafes and coffee shops as moderate to good value, the same rate applied to restaurants. Airport bars, however, held the lowest value rating, with just under half of respondents viewing their value as positive. The Airport Dimensions study also revealed some key motivators for passenger spend, with 34% of those surveyed listing both off-airport/online pricing and card cashback and discounts as key motivators. The Digital Opportunity Respondents also indicated a growing acceptance of digital relationships with airports. “If executed well, that relationship can deliver a seamless and joined-up journey for passengers along with revenue growth for the airport,” the report noted. Seventy-seven percent of travelers want a single mobile app unifying the airport experience, and 30% say it would directly push them to spend more. Proactive flight information builds the trust that opens the door to personalized offers, pre-booked services and loyalty engagement that extends beyond the terminal. All of these trends are converging at the same moment. “The travel outlook is only predicted to rise, Gwilliam said. “Having a product we know is in demand is number one, and the pace that technology is going to come in and create a more seamless experience will be helpful. This is a really exciting time to be doing what we’re doing.”

Value For Money

Duty free retail

Airport lounges

Airport transportation

Travel essentials retail

Fast track services

Cafes and coffee shops

Restaurants Sleep and rest facilities

Official airport parking

Health, beauty and wellness services

Airport bars

31%

25%

24%

30%

26%

25%

25%

24%

22%

23%

19%

Very Poor Not Good Moderate Good Value 37% -9% -2%

37%

37%

34%

34%

34%

33%

32%

32%

30%

29%

-9%

-10%

-10%

-11%

-13%

14%

-15%

-16%

-17%

-19%

-2%

-3%

-3%

-3%

-3%

-4%

-6%

-6%

-6%

-7%

Airport Dimensions’ 2026 Airport Experience Study

They take five trips per year on average, are 39 years old, travel premium cabins at twice the rate of other passengers and spend four times more inside the airport than everyone else. The lounge is their home base. Three quarters of ALTs use airport lounges regularly, nearly half engage with airports digitally before they arrive and their satisfaction rate sits at 89%. They are happy, they are spending and they respond to the right kind of engagement. In fact, the study showed that more travelers are using airport lounges than ever before. Usage hit 52% of regular travelers this year, an 11-point jump, and the profile of who is walking through those doors has

shifted. Younger travelers are leading the surge, and bank and credit card programs like Priority Pass have become nearly as common an entry point as airline status or cabin class. That broader audience wants more from the space too. Nearly two-thirds of lounge guests say they would like to shop duty free from within the lounge. Sixty-four percent would pay for a premium food menu. Half would pay for premium beverages. The commercial opportunity sitting inside these rooms is significant, Gwilliam notes, and the gap between what travelers want and what most lounges currently offer is wide open.

Strongest Motivators For Spend

34% Off-airport / online pricing

29% Offers Ahead of Travel

34% Card cashback and discounts

30% Airline/FFP Miles

26% Advanced Information

9% None of the above

23% Location-based Offers

26% Off-airport Price Comparison

22% Collect on Return

16% Availability Checks

21% Destination Delivery

22% Inbound vs. outbound prices

21% Shop Online & Collect

14% Personal shopper

Airport Dimensions’ 2026 Airport Experience Study

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LATEST BUZZ

GEG’S LONG GAME Spokane International Has A Clear-Eyed Plan For 6.2 Million Passengers By 2030

BY DAVID GORDON

he old terminal at Spokane International Airport (GEG) dates to 1964. The region it serves

The scale of the program, says Lisa Corcoran, chief development officer at GEG, reflects how much ground there is to cover. “The TREX Program is the airport’s largest-ever terminal expansion and modernization project,” she says. “The program consists of several stand-alone development projects that collectively aim to help the airport deliver an accessible and modern airport experience capable of supporting the region’s continued growth and opportunities that increase Spokane’s connectivity and access to the global economy.”

Above: The TREX Program at Spokane International, the airport’s largest-ever terminal expansion and modernization project, broke ground in 2022. (Photo courtesy of Alliiance.)

T

now looks nothing like it did then, and the gap between what the airport was built for and what it now needs to handle has been widening for years. Passenger counts fell three straight years before the pandemic, but traffic has since climbed back past 4 million annually and the airport projects 6.2 million travelers by 2030. Airport officials say the Terminal Renovation and Expansion program, known as TREX, is the answer.

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AX NEWS JUNE 2026

LATEST BUZZ

Passenger-facing improvements are extensive. Six additional airline counter locations have been added, along with expanded accessibility features including assistive listening technology, multi-use information displays and companion care rooms with adult changing tables. A 315-square-foot nursing mother’s room with private suites and a dedicated lounge area rounds out the family-focused amenities. Redesigned restrooms feature contemporary vanities, larger stalls and outward-swinging doors. An open-air plaza enhances the arrival and departure experience for passengers and visitors alike. “At its core, the TREX Program is all about putting in place infrastructure that helps position Spokane as the gold standard for customer experience and operational excellence in modern airports,” Corcoran says. Designed For The Northwest Regional identity runs through every material choice in the terminal. Montana basalt tiles, mother-of-pearl terrazzo floors and custom mosaics of local landmarks give the space a sense of place that is specific to the region.

Phase One: Concourse C The first phase centers on Concourse C, a $145 million, 144,000-square-foot addition to GEG ’s existing terminal building. Three new gates serving Alaska Airlines and American Airlines opened in June 2024. Three replacement gates for Alaska Airlines’ ground boarding operations are on track for completion in June 2026. “This summer, the Concourse C Project will wrap up with the opening of three newly constructed hold rooms on the east side of the concourse,” Corcoran says. “Previously, this area housed ground boarding gates, and as part of the east expansion project was remodeled to accommodate jet boarding bridges to enhance the passenger experience.” The project brings meaningful infrastructure upgrades throughout: updated mechanical, electrical and plumbing systems, new baggage handling equipment, replaced escalators and elevators, and upgraded glazing and curtain wall systems. Electrochromic smart windows manage daylight, glare and energy use across the terminal. Gatehold technology is also being upgraded, with automation expected to improve ground traffic flow by matching aircraft movement to conditions at destination airports.

Above: The first phase of the TREX Program centers on Concourse C, a $145 million, 144,000-square foot addition that is expected to be completed in June. (Photo courtesy of Alliiance.)

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LATEST BUZZ

Right: The Yards is one of several new restaurants from SSP America under a new contract signed in 2024.

Behind the design is Minneapolis-based architecture firm Alliiance . Principals Eric Peterson, April Meyer and Ben Johnson, along with senior associate and project manager Joe Simma, shaped a project that had to stay fully operational throughout construction. Peterson describes the core challenge as “fitting a jigsaw puzzle piece into the existing building,” with careful sequencing to make sure there was never a net loss in gates at any point during construction. The team looked to the landscape for inspiration, drawing on the transition from the Cascade Mountains eastward, and translating those textures into materials, colors and wood details throughout the space. “Wayfinding signs were modeled after trail markers that you find hiking on trails in the region,” Johnson says. “Not just wayfinding elements, but also a place to discover and connect with the region.” Meyer focused on passenger experience within the space, incorporating a wide variety of seating types so travelers could use the terminal on their own terms. On sustainability, the formal decision to pursue LEED certification came late in the process, but the team had already built a strong performance baseline. “From a design standpoint, it was more sharpening our thinking on materials, making sure we were using low-emitting materials and thinking about life cycle analysis,” Simma says. Planning The Central Hall With Concourse C nearing completion, GEG’s attention is turning to what comes next. The centerpiece of the next phase is a new Central Hall, a 255,000-square foot addition that will finally bring the airport’s two primary terminal buildings under one roof. “The goal of the Central Hall project is to consolidate the two terminal buildings,” Corcoran says. “Key benefits of this project include the streamlining of passenger screening and baggage claim operations, improved post-security connectivity between the airport’s A, B and

C concourses, and the ability to integrate improved passenger and family-focused amenities across all concourses.” Curbside canopy improvements and a reconfigured roadway are also part of the phase, elevating the passenger experience from drop-off to the gate and back to baggage claim. The modernization of Concourses A and B is planned under the TREX umbrella as well, bringing restroom, nursing-mothers and companion care facilities in line with what has been built in Concourse C. The project is funded through bonds, federal CARES funds, Passenger Facility Charges and an $11 million FAA grant from the Bipartisan Infrastructure Law, with no local tax dollars involved. The economic impact is substantial, with nearly 1,200 jobs created, $87 million in additional household revenue for the region and an estimated $313 million in economic activity statewide. Concessions Changes Alongside the physical expansion, GEG embarked on a multi-year initiative to overhaul its concessions program, with a deliberate focus on local flavors and brands. The effort required the design and construction of new restaurant and retail concepts throughout the airport, running concurrently with the construction itself. In 2024, SSP America was tapped to oversee the operation of nearly six retail locations and be responsible for developing and operating 11 restaurant locations. Some

of the new restaurants – including Puerto Tacos. Tortas. Cantina and Meltz Extreme Grilled Cheese in Concourse C; and Thomas Hammer and Method Juice Café in the A/B Rotunda – opened in recent months. Still to come are The Yards Bruncheon and Shelby’s Burgers in the A/B Rodunda, Wiley’s Downtown Bistro in Concourse B, Jack & Dan’s in Concourse A, and Iron Goat Brewing and Indaba Coffee in Concourse C, with an additional Indaba Coffee to be located pre-security. Incorporating new concessions buildouts alongside the general terminal construction has been challenging. “One of the most complex aspects of building in an active airport isn’t necessarily the construction,” Corcoran says. “It’s maintaining continuity and efficiency for our passengers. Being able to balance progress with passengers’ evolving needs has taken careful consideration and phasing of workflows, strong partnerships and ongoing communication.” Peterson, sizing up GEG against Alliiance ’s broader portfolio, sees a project that delivered on every front. “It’s one of the best examples of creating a nice throughline of harmonizing elements, whether we’re upgrading existing space or expanding,” he says. “We’re really proud of this project. We think it hits on all cylinders from passenger experience to functionality to sense of place. It doesn’t happen by chance.” With TREX, GEG is staking out its place as a major regional hub, one built to handle 6.2 million passengers and deliver an experience worthy of the region it serves.

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AX NEWS JUNE 2026

DIRECTOR’S CHAIR

AIRPORT CONNECTIONS CVG May No Longer Be A Hub, But Connecting – With Team Members, Passengers And The Community – Is Top Of Mind For Its CEO

BY CAROL WARD

ditor’s Note: For Lawrence Krauter, CEO of Cincinnati/Northern Kentucky International Airport (CVG), the “E” in CEO stands for both Encouragement and Expectation. He likes to say he is both the chief encouragement officer and the chief expectation officer in his role leading CVG. Most days, he spends part of his day in the airport terminal, talking with passengers and with the CVG team to ensure open lines of communication. “You have to be really open about it and make sure that you’re making time to not lose connection,” he says of his leadership style. Krauter joined CVG in March 2025 after serving as CEO of Spokane Airports for 14 years. Now, about 14 months into his tenure at CVG, Krauter met with AXN’s Carol Ward to discuss the challenges and opportunities he sees at the airport. E

WARD: It’s been a little over year since you joined CVG. How was the transition from Candace McGraw’s leadership to yours? KRAUTER: We had a very successful and smooth transition. I give a lot of credit to Candace and the staff. She had been here a long time, and there are obviously different styles and different ways of doing things. I think she fully prepared the team to have a different type of leader. WARD: Now that you’re fully enmeshed in the organization, what are your key goals going forward? KRAUTER: After I was selected to join the team, the board asked me what does [transition] look like for you? They wanted to know what would form my first 90 days and beyond. And I said, ‘burn lots of shoe leather.’ There’s no other way to execute. You’ve got to move around the organization, move around the community. You’ve got to go move around [Washington] DC. You’ve got to move around the state capitals. As an example, I had 23 separate department meetings in less than a year, and one-on-one meetings with all 13 board members, as well as networking across the community with the chambers [of commerce] and economic development organizations in both Ohio and

Kentucky. I’ve been meeting congressional delegations, meeting state legislators and appointed officials as well. Then I also spent time studying – understanding the policies of the organization, studying planning documents, understanding the capital improvement program, understanding how things are staffed and why…. It’s intense, but it’s an enjoyable intensity, because you’re just learning so much and meeting so many people. WARD: Now in year two, have you met everybody in the community that you need to meet? KRAUTER: I think there’s more to do. I’m always asking for that next person to talk to. The way that I see it, I’m constantly exploring, constantly intrigued by what other people are doing. WARD: Let’s drill down into some specifics. Can you set the stage for me. Where is CVG in terms of passenger traffic, and what’s the trend? KRAUTER: 2025 was relatively flat over 2024. We’ve seen a lot of airline adjustments and capacity coming off Covid … and things are starting to become a bit more normalized again. Airlines are still figuring out some of the changes in consumer behavior. Looking ahead, we see some nice increases in overall

Above: Lawrence Krauter, CEO of Cincinnati/Northern Kentucky International Airport.

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DIRECTOR’S CHAIR

share from the other majors as well. WARD: I wanted to turn to the capital program, Elevate CVG. Can you share the key elements and how that capital development is going to impact the passenger experience? KRAUTER: There’s a lot of behind-the-scenes work happening now. Like other airports that were de-hubbed, we’re going through a transformation, and it really starts with a baggage handling system. Delta had a baggage handling system that was designed to support a connecting hub environment – now it needs to work differently. We’ll replace it with a baggage handling system – the board has authorized about $200 billion around that project. That’s going to take until 2029, however, I’ve challenged the team to try to accelerate that. That’s probably one of the biggest elements…but there are a lot of things that we’re doing that will fundamentally remake the airport. Probably one of the most visible things that people will see is [an update to] the vertical transitions throughout the building. We’re going to take all that vertical circulation, figure out what we need, what we don’t

seat capacity. The problem, of course, is with world events being what they are and oil being where it’s at, how much can we really look ahead and [accurately predict]? There may be variations around how fast or how slow things happen, but we recognize that, in general, we’re moving up. Our job is to make sure that we are anticipating reasonable growth scenarios… and looking out ahead to anticipate the things that we need to put in place. We’re not going to find ourselves at a competitive disadvantage or causing issues in the passenger experience because we didn’t plan. WARD: Low-cost carriers, in particular, are struggling. You’re not overly exposed on the ULCC side, correct? KRAUTER: Since we have the great diversification that we have, we can still offer very competitive average air fares here, but we also have strength in that diversification so we’re not overly exposed. In the LFA (low fare airline) space, we have Frontier Airlines , Allegiant Airlines and, to a lesser extent, Sun Country Airways . Delta Air Lines still has roughly 30-35% market share, and we have healthy market

Above: CVG hasn’t been an airline hub for more than a decade but some vestiges of the old model remain. A capital project called Elevate CVG will move the airport further toward the origin-and-destination model.

Below: The Elevate CVG program will update the airport’s ticketing and baggage claim areas, among other projects.

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DIRECTOR’S CHAIR

need, then we’re going to move it out of the way. When passengers walk in the terminal, [they’ll be able to see] the ticket counters and passenger screening checkpoints…. We’re going to declutter that prior environment and make it more intuitive. One other thing is…we’re missing that sense of place. The greater Cincinnati metro area, along with northern Kentucky, is made up of neighborhoods. We have an opportunity to tell that story, to emphasize neighborhoods and [bring out] what’s interesting and unique. WARD: I know you’ve had some concessions changes and there are more to come. Are you revamping the program or simply making tweaks? KRAUTER: I would call it a bit of a combination. In some areas, we know we need to do a little bit more than what we’ve done. We’re figuring out the balance between national brands and local brands – I think you need a little of both, ultimately, to deliver the entirety of what we’re trying to deliver for our customers. We’ve heard this drumbeat of airports really emphasizing local, and we’d like to see that. But the other piece of that is that local is hard. It’s hard for the local restaurant operators to transition to the airport environment. It’s so much more expensive and time consuming,

and these are small business owners, and they get stretched thin as they’re trying to manage their operations. Add in the complexities of the airport environment. WARD: Would you be leasing directly with them or ask them to joint venture or subcontract with a prime? KRAUTER: I think it’s a combination of both. With the larger operators, they may have looked at your airport environment and said, ‘we think we can be successful operating in X number of square feet.’ There may be more available that we want to take on at our risk, and we’re going to have a direct relationship [with a small business operator]. It’s going to take more time for us to manage that, but we’re going to do it at our risk. Everybody hopefully wins in that process. WARD: When you mention risk, do you mean investing capital or will it be another approach? KRAUTER: We want to explore a profit sharing kind of approach, or some unique lease arrangements – we want to get creative so we can make it work for the small business owner. It’s exposing that small business to a much larger potential customer base, so they benefit from it and there is absolutely value to it. But there is a value to both the airport and to that small business owner.

Above: Among the local concessions offerings at CVG are Skyline Chili, Graeter’s Ice Cream and VV The Italian Experience. Krauter says the airport will expand its efforts to create a sense of place where possible as terminal upgrades continue.

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PROGRAM PAUSE As Recertification Progress Continues, The ACDBE Program Is In A Holding Pattern

BY CAROL WARD

Editor’s Note: In October 2025, the U.S. Department of Transportation (USDOT) issued an Interim Final Rule (IFR) that changed the playing field for both DBEs (Disadvantaged Business Enterprises) and ACDBEs (Airport Concession Disadvantaged Business Enterprises). All previously certified firms are required to undergo mandatory re-evaluation to prove individualized social and economic disadvantage, a process that is ongoing. During the transition, airports cannot set ACDBE or DBE contract goals until the re-evaluation process is complete. Eboni Wimbush, president and CEO of the Airport Minority Advisory Council (AMAC), sat down with Carol Ward of AXN to discuss the current landscape and what the industry can expect in the future.

WARD: Can you share an update on the current state of play for the ACDBE program? What has held steady and what’s in flux? WIMBUSH: The ACDBE program is still in effect structurally, but operationally it is in a period of significant transition. What has held steady is the core purpose of the program – ensuring small, disadvantaged businesses have access to airport concession opportunities. The regulatory framework under 49 CFR Part 23 remains in place, and airports are still required to administer compliant programs. What’s in flux is how eligibility is determined and how participation is measured. The October 2025 Interim Final Rule (IFR) fundamentally changed the program by eliminating race- and gender-based presumptions of disadvantage, requiring individualized proof of social and economic disadvantage for every firm and mandating a nationwide reevaluation of all certified firms. While that is happening, the program is on pause, meaning until a state and the UCPs [unified certification programs] have certified all firms, there’s a zero goal in place. The program is effectively being rebuilt in real time. Certification, goal setting, and compliance are all temporarily disrupted while this transition plays out.

WARD: Is the program currently active at any airport (i.e., has the recertification process been completed in any states)? WIMBUSH: Technically, yes – the program has not been suspended or eliminated. However, in practice, activity is constrained. Because every ACDBE firm has to be reevaluated, this is a significant undertaking. We don’t know of any recognized jurisdiction that is back to goal setting (as of AXN’s press time). Because the IFR requires every ACDBE firm to be reevaluated, most UCPs are still working through that process. We knew – and the administration flagged – that there was going to be a significant administrative burden. They’re not just focused on ACDBEs, it’s DBEs too. In the state of Maryland, for example, there are over 10,000 DBEs and ACDBEs. The program can’t restart until all of the recertifications are complete for both ACDBEs and DBEs. Until that is complete, there are effectively no “recognized” certified firms under the new rule in many jurisdictions, and airports cannot count participation toward ACDBE goals. At this stage, there is limited evidence that full recertification has been completed at scale in any state, meaning the program is operational in name but largely paused in execution.

Above: Eboni Wimbush, president & CEO, Airport Minority Advisory Council

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WARD: How is the recertification process going for your members? What are the red flags here? WIMBUSH: For AMAC members, the recertification process has been challenging, inconsistent, and resource intensive. What they have to do is clear, but there is some reluctance from some ACDBEs to go through the process. It’s not just paperwork. [The process requires] that you retell your story. It can be like reliving trauma for some. Even though [the focus is on] social and economic disadvantage, some of those things can tie to how you’ve been discriminated against, and that can be painful. And, if telling your story is not your thing, then you had to find help. Fortunately, we’ve had some people and companies providing support to do that – AMAC as an organization did a series of webinars. But then putting pen to paper is someone’s responsibility, and that’s not easy. [Among other] key issues we are hearing is that it’s a significant administrative burden: Firms must now produce detailed personal narratives and financial documentation to prove disadvantage on a case-by-case basis. If you didn’t have a well-documented and an archived system, then there are going to be some challenges. [There is also] inconsistent interpretation across states and UCPs. Guidance is still evolving, leading to uneven application. There are capacity constraints at certifying agencies because UCPs are managing a full re-certification of every firm simultaneously; and there are extended timelines and uncertainty. Red flags include firms losing certification due to documentation gaps rather than eligibility issues, smaller businesses lacking the legal or technical support to navigate the new requirements, and a real risk of shrinking the ACDBE pool, at least in the near term. WARD: I believe airports have been instructed to set ACDBE contract goals to zero as the re-evaluation process continues. What has that meant in practical terms? What are you seeing from airports? WIMBUSH: The IFR explicitly prevents recipients from setting or enforcing DBE/ACDBE goals until reevaluation is complete. In practical terms, this has meant that airports are issuing solicitations with 0% ACDBE participation goals. ACDBE participation is not being counted toward any contract or overall goals. Existing contracts can continue, but participation is not credited toward compliance metrics

Above, Left: Evidence of the ACDBE program can be found in nearly all commercial airports in the United States (Onsite Retailers flagship brand and Concord Collective’s Beecher’s Handmade Cheese pictured). A pause to the federal program means new airport contracts are currently not tied to any minority participation goals.

What we’re seeing from airports is a shift toward race-neutral procurement language and compliance frameworks and increased caution in structuring concession opportunities. In markets where there is diversity in business owners, I think they recognize that they have to be creative and use what’s within their ability to use. Sometimes that is a small business program. In some cases, [we’re seeing] a slowdown in new concession opportunities tied to ACDBE participation. The concern is that, without goals, the incentive structure that drives participation is temporarily absent. There are a lot of things that airports have to do, and sometimes when you don’t have to focus on something, it gives

you the opportunity to focus on 10,000 other things. Everybody has priorities. And if it’s not a priority, then you don’t pay as much attention to it when you don’t have to. WARD: Can you give me an overview of AMAC’s efforts to effect change / solidify the program for the future? WIMBUSH: Education and advocacy have been hallmarks of AMAC’s work with and for our members. We were immediately out of the gate with clear, succinct training webinars for certifiers and businesses, covering personal narratives, PNWs, and the aspects of the DBE/ACDBE regulations that changed, were paused, and remained unaffected. Over 1,000 members and

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non-members took advantage of these early and continuing actions. WARD: Beyond the “elephant in the room” issue of the ongoing relevance of the overall program, what other issues are top of mind for your members? WIMBUSH: Even though the DBE and ACDBE regulations are important topics we advocate for and educate on, AMAC has always been about the business of increasing the capacity of our small, diverse business base. This means that we continue to focus on all of the other issues that our business partners, airports, and

WIMBUSH: Our businesses are businesses first; and small, diverse businesses second. Continuing to showcase their talent, their depth, and their contributions is paramount. This is overwhelmingly supported by our airport and other transportation agency partners, and our primes. Small businesses are the backbone of our economy, and we hear from airport partners over and over again how important and cost-effective it is to support businesses that prioritize the airport and their community. Our plan B is still our plan A – support, educate, and advocate for the strengths that these businesses bring to our communities and our economies.

stakeholders care about. These include focusing on business-focused topics such as external costs, supply chain, and workforce impacts, lending, networking, and leveling the competitive playing field. None of these efforts stopped when the DBE/ACDBE regulations changed, and we will continue to focus on them.

WARD: Given the program’s current stress, how is AMAC planning for the future? What are some of the “plan B” options your organization is exploring to ensure ongoing minority access to airport concession contracts? RECERTIFICATION CHALLENGES New Processes, New Requirements, Have Small Businesses Scrambling BY CAROL WARD

The ACDBE program is going through perhaps its most significant transition since it was first launched in 1987. For ACDBE companies, the new processes haven’t been easy. “The major change is the shift toward individualized review and narrative-based documentation tied to social and economic disadvantage,” says Kimberly Griffin, CEO of DBE Consulting LLC. “Firms can no longer rely solely on presumed status. Owners are now being asked to provide detailed personal narratives along with updated financial documentation and supporting information.” Providing that level of detail can be time consuming, challenging if the party hasn’t kept documentation, and emotionally exhausting, Griffin says. “The biggest challenge for many business owners is understanding what should actually be included in the narrative,” she says. “The agencies are looking for more than general statements about discrimination. They want owners to clearly explain specific barriers they experienced personally and professionally.” Those barriers could be in accessing capital and financing, bonding or banking challenges, exclusion from opportunities or networks, industry discrimination, delayed growth due to barriers, contracting and procurement challenges or something else. Griffin says she and her clients are “not excited about doing this.” “We’re giving up a lot of personal information that for some reason, other people don’t have to give up,” she says. “Some people don’t want to give that information and I don’t blame them. I felt I had to … but I was leery of telling my story. It’s a personal story, and I don’t know what’s

going to become of that story. I don’t know if the federal government is going to now have our file. There’s a lot of unknowns and a lot of people are not comfortable with it.” Tyrone Nabbie, president of Superior Hospitality Group , a Florida based firm that has operated as an ACDBE at multiple airport locations, says the recertification process was arduous. “It was mentally exhausting trying to remember past and failed opportunities that you had tried to forget over the years,” he says. “Fortunately, I had a close business consultant that helped me think through and organize my thoughts to write a successful personal narrative. I have received my approved re-evaluation as an ACDBE.” But Nabbie says that for some of his colleagues, the process has not been as favorable. “Just like me, they are small firms wearing a lot of hats, trying to keep the business viable,” he says. “It has been devastating under the new rule, that our bank accounts can’t speak for Above: Existing airport contracts for ACDBE concessions, like this Superior Hospitality Group-operated Desano Pizza Bakery at Fort Lauderdale-Hollywood International Airport, are continuing, but experts say some new opportunities have been delayed as airports wait for further clarity on the program going forward.

Left: Tyrone Nabbie, president of Superior Hospitality Group calls the recertification process “mentally exhausting” and says the need for proof of being disadvantaged has been devastating for some.

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our disadvantage status alone, but we are burdened to write a narrative that is subject to being reviewed negatively if it fails to meet a standard that was provided by the same organization that once thought race and gender mattered.” Traci Walton, co-owner of Plenty Mercantile , which operates as an ACDBE partner to Paradies Lagardère at Oklahoma City Will Rogers International Airport (OKC), says the process has been challenging due to lack of clarity on processes. “It seems as though instructions on how to implement the new requirements are being developed as they are rolling out,” Walton says. “We were told to wait for further guidance. Then, we received notifications to submit recertifications, only to be told it is not time yet because they are waiting for further instructions. Then we were notified to use only the specific form for personal narratives. Then, they notified that only the partner with the highest ownership could write the narratives, and these narratives could not include any hardship relating to race or sex. We have rewritten our personal narrative and are resubmitting it.” Griffin says the Airport Minority Advisory Council (AMAC) has done an excellent job in explaining and troubleshooting the requirements for members. But with guidance shifting and varying interpretations by individual certifying agencies, confusion is ongoing. She also notes that the narrative requirement has also taxed certifying agencies, saying, “Certifiers have never had to evaluate narratives of this nature before, and the lack of detailed guidance has made the review process challenging on their side as well.” Multi-State Reach Recertification in one’s home state is only the first step. ACDBE firms that have operations in multiple states – or who plan to seek out-of-state contracts – must be certified by the states involved. Nava Singam, CEO of Kind Hospitality Inc ., has been successfully recertified in his home state of Arizona, but he’s in a holding pattern for out-of-state approval. “What I am seeing is that every agency is working through tremendous backlogs, so any news – good or bad – isn’t being delivered rapidly, as they all have to create the new processes under the new regulations; and identify how to communicate that to all of their certified entities,” Singam says. “My experience is that priority is being given to home-state renewals. New applications are being put on the back burner along with renewals of out-of-state DBEs. Seems like this could drag on, and then if there is an update to the regulations, the certifying entities would have to reconsider their action plan, and yet again adapt to any new guidance.”

Left: Traci Walton (left) of Plenty Mercantile has experienced shifting guidelines and instructions from Oklahoma regarding the recertification process, resulting in a confusing and time consuming process.

Nabbie says the process has varied by state. “I have had certain airports where I have active contracts and was advised that I had missed my recertification date and subject to losing my certification,” he says. “I felt helpless, since I was at the mercy of waiting for my approval from my jurisdiction. It was a blessing that my jurisdiction agency was properly prepared and able to work through the process expeditiously.” Griffin says some states or certifying entities haven’t yet started the recertification process. That leaves thousands of ACDBE and DBE firms waiting and the program in flux until recertification is complete. With the lack of clarity, sources say some airports are taking a wait-and-see approach. “There have been some delays in authorities issuing new RFPs, as well as some that continue to change and postpone existing RFPs,” Singam says. “I am only involved with a handful of airports and understand that the city of Phoenix delayed releasing solicitations due to the new guidance in order to ensure that subsequent updates were accurately included in the solicitations. I see this as a positive step, as it reduces the burden of ACDBE entities from having to update or modify responses to conform to any RFP changes due to subsequent regulatory updates.” Nabbie has also seen the pullback. “I have noticed that some RFPs that we were anticipating coming forth were being put on hold without any conversations,” he says. “I’ve been involved in several opportunities that have been delayed due to the new ruling. Airports appear to be unsure of their next steps as the re-evaluation is being administered by the states. We are left unsure about what happens to the previous goals on projects, or if goals will exist in the future. I feel like we are marching in time, waiting for directions, which doesn’t help us financially.” Not only are states reacting, Griffin says the parameters of partnerships between prime concessionaires and their ACDBE partners have shifted with the removal (at least temporarily) of ACDBE participation goals. Shifting the language of those agreements “murks up the waters” for the parties involved, with the smaller firms left without set parameters and, in some cases, clear business contribution expectations. The partnership model is shifting as well. “While some primes are still honoring their commitments to ACDBE/DBE partners, we are also seeing some companies choosing to bid alone or lower the percentage [participation],” Griffin adds. Further, Griffin notes, it’s unclear as to how the ACDBE program will evolve, or even if it will remain intact. “We don’t know the state of the program – we don’t know if it’s going to go away,” she says. “We’re putting it on [the Trump] administration, but we don’t know if things are going to change in 2 1/2 years after [the term ends]. According to the law, it’s a legal program. However, challenges are out there – RFPs are being challenged, wins are being challenged. There’s a lot of uncertainty right now, and no one knows what’s next.”

Above: Nava Singam, CEO of Kind Hospitality Inc., has been successfully recertified in his home state of Arizona, but he’s in a holding pattern for out-of-state recertification.

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