Airport Experience® News - Conference Issue 2026

DIRECTOR’S CHAIR

Right: Concessions at CLT have been performing well. The airport has an unusual profit sharing agreement with two prime operators: HMSHost and Paradies Lagardère.

WARD: Moving on from infrastructure, let’s talk about the passenger experience. As you’re making these upgrades, what are you doing to enhance that passenger experience? GENTRY: We are really focused on becoming a more customer-centric organization, and what does that look like? I believe that it’s going to be how travelers feel when they’re here. Were they treated well? Did our processes work? Was our technology up to par? Were they able to get the amenities that they believe they are due as a passenger? Did the parking work, was it efficient? Did the Wi-Fi connect appropriately? Was there value in what they paid for when they received it? We have an effort that has kicked-off, focused on becoming customer-centric. We have stakeholders from every company here at the airport, and they are designing what our philosophy’s going to be. We will start with our own department, but there’ll be opportunities for employee participation across all the different companies. Then we will start to train the individuals. It’s really not to take away from their identity as a United employee or a Spirit employee; it’s really to focus on that seamless customer experience from the moment they arrive. How can we ensure that it’s seamless – that everybody [at every touchpoint] has a similar tone and a similar priority? We want to ensure all are focused on that customer and being uniquely Charlotte, and that’s what we’re working toward. WARD: It sounds like you are focused on the human touch. Are you also incorporating technology? GENTRY: Yes. We have a hugely successful pre-book parking program here. Over 65% of our passengers pre-booking parking. We are able to manage our assets so much better. We can not only manage the availability, the price, the revenue yield – it absolutely is helping us stretch those assets further. Also, we’ve started a loyalty program called the Royalty Program. We’ve been easing into it and I think you’ll see that develop a little bit further. Our app has exceeded our expectations. We are training

our customers to buy their parking in advance, look at checkpoint lines, check out dining options…. WARD: Let’s talk about concessions. I know you have a unique approach. How are your concessions performing? GENTRY: Our revenue is down a bit because our passenger number are down, but revenue is still super strong – per passenger, it’s about $13.68. Our deal is a bit different. We’ve had a profit-sharing deal for 20-plus years. I’m always shocked that there aren’t more airports who are doing this. It does require more management, and I think that’s a little off-putting to some organizations. We’re very hands-on and we’re making decisions

about [such things as] is this the right vendor for us? Is this the right term? What does the space look like? Our team is hand in-hand with the concessionaires here. This agreement puts us in a situation when the times are good, it’s good for all of us. Now, the downside of that is when times are bad, [we all feel it]. It’s just a different level of commitment and a different relationship. WARD: So you’ll stick with this approach when the next contract comes up? GENTRY: It’s hard for me to say at this point. There’s no requirement [to maintain the same approach], but we could. We’re actively having those conversations.

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AX NEWS MARCH 2026